OTHER  WORKS  BY 
THE  SAME  AUTHOR 


Motion  Study: 

A  Method  of  Increasing  the  Efficiency 
of  the  Workman 


Concrete  System 


Bricklaying  System 


Field  System 


PRIMER 

OP 

SCIENTIFIC 
MANAGEMENT 

BY 

FRANK  B.  GILBBETH 

MEMBER   AMEBICAN   SOCIETY  OF  MECHANICAL  ENGINEEBS 
CONSULTING   MANAGEMENT   ENGINEEB 

WITH  AN  INTRODUCTION 

BY 

LOUIS  D.  BRANDEIS 


NEW  YOEK 

D.   VAN  NOSTRAND   COMPANY 

25  PARK  PLACE 

1912 


COPYRIGHT,  1912,  BY 
D.  VAN  NOSTRAND  COMPANY 


PUBLISHERS'   PEEFACE 

THE  publishers  of  the  American  Magazine  printed  seri- 
ally in  their  issues  of  March,  April,  and  May,  1911,  "The 
Principles  of  Scientific  Management,"  by  Frederick  W. 
Taylor,  M.E.,  Sc.D. 

As  a  result,  hundreds  of  letters  came  to  them  from  their 
readers  from  all  parts  of  the  world,  with  requests  for 
further  information  on  the  subject  of  the  elimination  of 
unnecessary  waste  hi  human  effort. 

These  letters  were  all  handed  to  Mr.  Gilbreth  to  answer 
the  questions  they  contained,  and  this  book  is  the  result. 

The  above  fact  explains,  in  part  at  least,  why  this  book 
is  not  a  complete  treatise  on  Scientific  Management. 

Mr.  Gilbreth 's  life  work  has  been  the  elimination  of 
unnecessary  waste  and  fatigue  in  the  operations  of  human 
labor.  As  a  follower  of  Mr.  Taylor,  he  has  been  able 
invariably  to  decrease  labor  costs  and  increase  wages 
simultaneously. 

The  author  will  welcome  any  further  questions  from 
any  interested  reader  which  the  present  volume  does  not 
cover. 


iii 

248559 


TABLE  OF  CONTENTS 

PAGE 

FOREWORD  .....         ......  vii 

CHAPTER  I 

DEFINITIONS  OF  TERMS  OF  SCIENTIFIC  MANAGEMENT         .        .  1 

1.  Scientific  Management 1 

2.  Taylor  System 6 

3.  Time  Study 7 

4.  Motion  Study 8 

6.   Task 9 

6.   Functional  Foremen 10 

CHAPTER  n 

LAWS,  OR  PRINCIPLES,  OF  SCIENTIFIC  MANAGEMENT.        .        .  12 

1.  Time  Study 12 

2.  Standards 14 

3.  Instruction  Cards 16 

4.  Functional  Foremen 18 

5.  Rate  of  Compensation 20 

6.  Prevention  of  Soldiering 30 

CHAPTER  III 

APPLICATION  OF  THE  LAWS  OF  SCIENTIFIC  MANAGEMENT  .        .  31 

1.  Field  of  Applicability 31 

2.  Possibility  of  Substitutes 32 

3.  Preparation  for  Introduction  of  Scientific  Management .  36 

4.  Place  of  Introduction 36 

5.  Method  of  Installing  Scientific  Management  ...  36 

6.  Time  necessary  for  Installing  Scientific  Management     .  37 

7.  Practicability  of  Scientific  Management          ...  38 

8.  Purpose  of  Scientific  Management 39 

9.  Expense  of  Scientific  Management 39 

10.   Indicators  of  Successful  Management     ....  44 

v 


vi  CONTENTS 

CHAPTER  IV 

PA»1 

THE  EFFECT  OF  SCIENTIFIC  MANAGEMENT  ON  THE  WORKER     .  45 

1.  Accidents 45 

2.  Brain 48 

3.  Chance  for  Square  Deal  .......  56 

4.  Chance  for  Work .57 

5.  Health 64 

6.  Initiative         .        . 67 

7.  Instruction 70 

8.  Leisure,  or  Rest 73 

9.  "  Life,  Liberty,  and  the  Pursuit  of  Happiness  "     .        .73 

10.  Output 76 

11.  Promotion 77 

12.  Speed ,       .....  80 

13.  Unions - 85 

14.  Wages 89 

CHAPTER  V 

RELATION   OF   SCIENTIFIC  MANAGEMENT  TO  OTHER  LINES  OF 

ACTIVITY        ..........  93 

1.  Colleges 93 

2.  Continuation  Schools ^93 

3.  General  Welfare  of  the  Country 94 

4.  Industrial  Peace      .        .        .        ...        .        .        .98 

6.  National  Industrial  Supremacy 99 

6.  Reclassifying  the  Trades 99 

7.  Vocational  Guidance 100 

8.  Welfare  Work                                         ....  100 


FOREWORD 

IN  preparing  this  Primer  of  Scientific  Management  Mr. 
Gilbreth  has  performed  a  public  service.  His  clear  and 
simple  instruction  in  the  rudiments  of  the  science  will  aid 
managers,  superintendents,  and  foremen  in  their  efforts 
to  introduce  it  into  their  business.  But  the  Primer  will 
prove  of  greatest  value  in  helping  to  remove  from  the 
minds  of  workingmen  misapprehensions  which  have  led 
some  well-meaning  labor  leaders  to  oppose  a  movement 
from  which  labor  has  most  to  gain.  That  these  labor 
leaders  should,  at  the  outset,  have  viewed  the  new  man- 
agement with  suspicion  was  natural  and  proper.  The 
"  Beginning  of  Wisdom  is  Fear."  But  the  second  step  in 
the  path  of  wisdom  is  understanding ;  and  courage  should 
not  lag  far  behind. 

Scientific  Management  undertakes  to  secure  greater 
production  for  the  same  or  less  effort.  It  secures  to  the 
workingman  that  development  and  rise  in  self-respect, 
that  satisfaction  with  his  work  which  in  other  lines  of 
human  activity  accompanies  achievement. 

Eagerness  and  interest  take  the  place  of  indifference, 
both  because  the  workman  is  called  upon  to  do  the  highest 
work  of  which  he  is  capable,  and  also  because  in  doing 
this  better  work  he  secures  appropriate  and  substantial 
recognition  and  reward.  Under  Scientific  Management 

vii 


viii  FOREWORD 

men  are  led,  not  driven.  Instead  of  working  unwillingly 
for  their  employer,  they  work  in  cooperation  with  the 
management  for  themselves  and  their  employer  on  what 
is  a  "  square  deal."  If  the  fruits  of  Scientific  Manage- 
ment are  directed  into  the  proper  channels,  the  working- 
man  will  get  not  only  a  fair  share,  but  a  very  large  share, 
of  the  industrial  profits  arising  from  improved  industry. 

In  order  that  the  workingman  may  get  this  large  share 
of  the  benefits  through  higher  wages,  shorter  hours,  reg- 
ular employment,  and  better  working  conditions,  the  labor 
unions  must  welcome,  not  oppose,  the  introduction  of 
Scientific  Management  to  the  end  that  the  workingman 
through  the  unions  may  participate  in  fixing  those  wages, 
hours,  and  conditions. 

Unless  the  workingman  is  so  represented,  there  must  be 
danger  that  his  interests  will  not  be  properly  cared  for ; 
and  he  cannot  be  properly  represented  except  through 
organized  labor.  uThe  introduction  of  Scientific  Manage- 
ment therefore  offers  to  Organized  Labor  its  greatest 
opportunity." 

LOUIS  D.  BRANDEIS. 

MAT,  1912. 


CHAPTER  I 
DEFINITIONS  OF  TERMS 
SCIENTIFIC  MANAGEMENT 
What  is  scientific  management? 

Dr.  Frederick  W.  Taylor  says :  — 

"The  art  of  management  has  been  defined  'as  knowing 
exactly  what  you  want  men  to  do  and  then  seeing  that  they 
do  it  in  the  best  and  cheapest  way '  (Shop  Management) ; 
also,  'The  principal  object  of  management  should  be  to 
secure  the  maximum  prosperity  for  the  employer  coupled 
with  the  maximum  prosperity  for  each  employee.' 

"  Scientific  Management  has  for  its  very  foundation  the 
firm  conviction  that  the  true  interests  of  the  two  are  one 
and  the  same;  that  prosperity  for  the  employer  cannot 
exist  through  a  long  term  of  years  unless  it  is  accompanied 
by  prosperity  for  the  employee,  and  vice  versa;  and 
that  it  is  possible  to  give  the  worker  what  he  most  wants — 
high  wages  —  and  the  employer  what  he  wants  —  a  low 
labor  cost  —  for  his  manufactures." 

"Principles  of  Scientific  Management."  Harper  and 
Brothers. 

Mr.  H.  K.  Hathaway  says :  — 

"For  its  objects  Scientific  Management  has  the  saving 
of  energy,  materials,  and  time,  or  in  other  words,  the 
elimination  of  waste,  and  the  increase  of  the  world's 
wealth  resulting  from  greater  productivity  of  men  and 
machinery.  These  it  aims  to  achieve,  in  each  industry 
to  which  it  is  applied,  through  bringing  to  bear  upon  each 
problem  the  analytical  methods  of  investigation  employed 
in  the  sciences;  developing  an  art  of  science  with  well  de- 

1 


2''    '  £&lAl]&  OF'  'SCIENTIFIC  MANAGEMENT 

fined  and  codified  laws,  in  place  of  uncertain  tradition 
and  rule-of-thumb  opinion.  This  is  a  broad  statement 
of  the  first  principle  of  Scientific  Management." 

Mr.  James  Mapes  Dodge  says  in  Paper  1115,  Trans- 
actions of  A.  S.  M.  E.,  entitled  "  A  History  of  the  Intro- 
duction of  a  System  of  Shop  Management  "  :  — 

"The  Taylor  System  is  not  a  method  of  pay,  a  specific 
ruling  of  account  books,  nor  the  use  of  high-speed  steel. 
It  is  simply  an  honest,  intelligent  effort  to  arrive  at  the 
absolute  control  in  every  department,  to  let  tabulated  and 
unimpeachable  fact  take  the  place  of  individual  opinion; 
to  develop  '  team-play  '  to  its  highest  possibility." 


Col.  Theodore  Roosevelt  says  :  — 

"Scientific  Management  is  the  application'  of  the  con- 
servation principle  to  production.  It  does  not  concern 
itself  with  the  ownership  of  our  natural  resources.  But 
in  the  factories  where  it  is  in  force-it  guards  these  stores 
of  raw  materials  from  loss  and  misuse.  First,  by  finding 
the  right  material  —  the  special  wood  or  steel  or  fiber  — 
which  is  cheapest  and  best  for  the  purpose.  Second,  by 
getting  the  utmost  of  finished  product  out  of  every  pound 
or  bale  worked  up.  We  couldn't  ask  more  from  a  patriotic 
motive,  than  Scientific  Management  gives  from  a  selfish 
one. 

"Now,  the  time,  health,  and  vitality  of  our  people  are 
as  well  worth  conserving,  at  least,  as  our  forests,  minerals, 
and  lands.  And  Scientific  Management  seems  to  do  even 
more  for  the  workman  than  for  raw  materials.  It  studies 
him  at  his  task.  Of  the  motions  he  makes  and  the  efforts 
he  puts  forth,  it  determines  by  patient  observation,  which 
are  the  ones  that  get  the  result.  It  experiments  to  see 
whether  these  cannot  be  further  shortened,  or  made  easier 
for  him. 

"When  the  right  way  has  been  worked  out  in  every  de- 
tail, Scientific  Management  sets  it  up  as  a  standard  for 
that  job;  then  instructs  and  trains  the  workman  until 


DEFINITIONS  OF  TERMS  3 

he  can  accomplish  this  standard.  And  so  en  with  all 
other  workmen  and  all  other  jobs.  The  individual  is 
first  made  efficient;  his  productive  capacity  is  raised 
twenty-five  or  fifty  per  cent,  sometimes  doubled.  From 
these  efficient  units  is  built  up  an  efficiency  organization. 
And  when  we  get  efficiency  in  all  our  industries  and  com- 
mercial ventures,  national  efficiency  will  be  a  fact." 

Mr.  Brandeis  says  in  "  Scientific  Management  and  the 
Railroads,"  published  by  Engineering  Magazine,  New 
York:  — 

"Scientific  Management  means  universal  preparedness, 
the  same  kind  of  preparedness  that  secured  to  Prussia  a 
victory  over  France  and  to  Japan  a  victory  over  Russia. 
In  Scientific  Management  nothing  is  left  to  chance ;  all  is 
carefully  planned  in  advance. 

"Every  operation  is  to  be  performed  according  to  a 
predetermined  schedule  under  definite  instructions;  and 
the  execution  under  the  plan  is  inspected  and  supervised 
at  every  point.  Errors  are  prevented  instead  of  being 
corrected.  The  terrible  waste  of  delays  and  accidents  is 
avoided.  Calculation  is  substituted  for  guess;  demon- 
stration for  opinion.  The  high  efficiency  of  the  limited 
passenger  train  is  sought  to  be  obtained  in  the  ordinary 
operations  of  the  business." 

Professor  Roe  of  Yale  says  that  "Scientific  Manage- 
ment" consists  of  three  things:  — 

1.  Accurate  determination  of  the  method  and  time 
in  which  a  piece  of  work  should  be  done. 

2.  Detailed  instructions  for  1. 

3.  Rewards  and  penalties  to  secure  1  and  2. 

Mr.  Cleveland  Moffat  says :  —  ^ 

"The  basis  of  Scientific  Management,  as  it  is  of  art, 
is  the  rigorous  cutting  away  of  superfluities  —  not  one 
wasted  motion,  not  one  wasted  minute." 


4         PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Engineering  and  Contracting  says,  in  an  editorial  in 
the  April  5,  1911,  issue:  — 

"As  we  conceive  it,  Scientific  Management  consists 
in  the  conscious  application  of  the  laws  inherent  in  the 
practice  of  successful  managers  and  the  laws  of  science  in 
general.  It  has  been  called  management  engineering, 
which  seems  more  fully  to  cover  its  general  scope  of  the 
science." 

ft-     Mr.  Arthur  W.  Page  says  on  page  14049  of  World's 
Work:  — 

"What  is  'Scientific  Management'? 

"  Many  people  get  the  impression  that  Scientific  Manage- 
ment consists  of  slide  rules,  instruction  cards,  eight  sets 
of  shovels,  and  the  like. 

"  In  reality  the  appliances  are  the  least  important  part 
of  it.  The  main  thing  is,  first,  to  get  the  accurate  infor- 
mation and,  second,  to  continuously  apply  it." 

Mr.  H.  L.  Gantt  says:  — 

"A  system  of  management,  to  deserve  the  term 
'  scientific/  should  aim  to  meet  the  following  four  condi- 
tions :  — 

"1.  It  should  provide  means  for  utilizing  all  of  the  avail- 
able knowledge  concerning  the  work  in  hand. 

"  2.  It  should  provide  means  for  seeing  that  the  knowl- 
edge furnished  is  properly  utilized. 

"3.  It  should  award  liberal  compensation  for  those  who 
do  use  it  properly. 

"4.  It  should  provide  liberal  means  for  acquiring  new 
knowledge  by  scientific  investigation,  with  adequate  re- 
wards for  success. 

"In  introducing  such  a  system,  my  advice  is  to  begin  at 
the  bottom  and  go  slowly." 

If*     W.  B.  Laine  says:  — 

"Scientific  Management  is  that  form  of  Manage- 
ment which  — 


DEFINITIONS  OF  TERMS  5 

"(1)  Separates  an  operation  into  its  elements  and  de- 
termines— by  study,  observation,  and  experiment  of  unit 
times  and  motions — standards  of  equipment  and  method 
with  definite  instructions  for  operation;  and 

"  (2)  Determines  a  definite  task  difficult  of  attainment, 
but  possible  of  daily  and  continuous  performance  with 
conservation  of  the  physical  and  mental  health  of  the 
worker;  and 

"(3)  Routes  material  and  effort  in  accordance  with 
determined  standards,  providing  instruction  by  func- 
tionally operating  and  trained  teachers  for  the  worker; 
and 

"  (4)  Determines  methods  of  payment,  assuring  a  wage 
considerably  above  the  ordinary  and  giving  a  large  reward 
for  attainment  of  the  task  and  a  definite  loss  for  failure; 
and 

"  (5)  By  the  elimination  of  waste  material  and  effort, 
lost  time,  idle  machinery,  and  capital,  assures  the  max- 
imum of  prosperity  for  the  employer  and  the  employee." 

TAYLOR  SYSTEM 

What  is  the  difference  between  Scientific  Manage- 
ment and  the  Taylor  Plan? 

Dr.  Taylor's  functional  foreman  plan  of  management 
founded  upon  time  study  is  the  basis  for  all  scientific 
management,  i.e.  for  types  of  management  where  scien- 
tific laboratory  methods  of  analysis  are  substituted  for 
the  rule  of  "  thumb  methods "  that  have  been  handed 
down  by  word  of  mouth. 

The  Taylor  plan  of  management  is  generally  known 
as  "  Scientific  Management,"  although  there  are  many 
plans  of  management  formulated  by  scientists  that  do 
not  conform  to  the  laws  of  management  as  discovered 
by  Dr.  Taylor. 


6         PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Why  is  not  Scientific  Management  called  "  the  Taylor 
System  "  ? 

That  type  of  management  founded  upon  the  best  recog- 
nized scientific  principles  of  to-day  should  be  known  as 
Taylor's  plan  of  management,  and  would  be,  but  for  the 
personal  objections  of  Dr.  Taylor. 

Where  is  Scientific  Management  best  explained? 

Dr.  Taylor's  writings  describe  his  work  in  full.    See: — 

Transactions  of  the  American  Society  of  Mechanical 
Engineers,  Papers  numbered  — 

647.  —"A  Piece  Rate  System."     June,  1895. 

1003.  —  "  Shop  Management. "     June,  1903. 

1119.  —"On  the  Art  of  Cutting  Metals."  December, 
1906. 

Also 

American  Magazine  —  March,  April,  May,  1911. 

"  The  Principles  of  Scientific  Management."    Harper's. 

"  Shop  Management."    Harper's. 

The  value  of  Dr.  Taylor's  work  was  appreciated  very 
early. 

Mr.  Harrington  Emerson,  industrial  engineer,  recognized 
the  epoch-making  value  of  A.  S.  M.  E.  Paper  1003  at  the 
time  of  its  presentation  before  the  American  Society  of 
Mechanical  Engineers,  in  1903,  when  he  said:- 

"I  regard  the  paper  presented  at  this  meeting  by  Mr. 
Taylor  as  the  most  important  contribution  ever  presented 
to  the  Society,  and  one  of  the  most  important  papers  ever 
published  in  the  United  States." 


DEFINITIONS  OF  TERMS  7 

TIME  STUDY 
What  is  "Time  Study"? 

Time  study  is  the  art  of  recording,  analyzing,  and 
synthesizing  the  time  of  the  elements  of  any  operation, 
usually  a  manual  operation,  but  it  has  also  been  extended 
to  mental  and  machinery  operations. 

It  is  one  of  the  many  remarkable  inventions  of  Dr. 
Taylor  while  he  was  working  at  the  Midvale  Steel  Works. 
It  differs  from  the  well-known  process  of  timing  the  com- 
plete operation,  as,  for  instance,  the  usual  method  for 
timing  the  athlete,  in  that  the  timing  of  time  study  is  done 
on  the  elements  of  the  process.  Much  ridiculous  criti- 
cism has  been  put  forward  by  well-meaning  but  unin- 
formed persons,  who  claim  that  timing  a  worker  down  to 
a  three  hundredth  of  a  minute  is  unkind,  inhuman,  and 
conducive  to  the  worst  form  of  slavery  ever  known. 
On  the  contrary,  obtaining  precise  information  regard- 
ing the  smallest  elements  into  which  an  art  or  a  trade  can 
be  subdivided,  and  examining  them  separately,  is  the 
method  adopted  hi  all  branches  of  scientific  research. 

For  description  of  time  study  data  by  Mr.  Sanford  E. 
Thompson,  C.  E.,  see  "Shop  Management,"  Harper  and 
Brothers. 

For  time  study  by  Mr.  R.  T.  Dana,  see  "Handbook  of 
Steam  Shovel  Work,"  The  Bucyrus  Co. 


8         PRIMER  OF  SCIENTIFIC  MANAGEMENT 

MOTION  STUDY 

What  is  Motion  Study? 

Motion  study  is  the  science  of  eliminating  wasteful- 
ness resulting  from  using  unnecessary,  ill-directed,  and 
inefficient  motions. 

The  aim  of  motion  study  is  to  find  and  perpetuate  the 
scheme  of  least  waste  methods  of  labor. 

By  its  use  we  have  revolutionized  several  of  the  trades.1 
There  is  probably  no  art  or  trade  that  cannot  have  its 
output  doubled  by  the  application  of  the  principles  of 
motion  study.  Among  the  variables  affecting  the  motions 
most,  are 

VARIABLES  OF  THE  WORKER 


Anatomy 
Brawn 
Contentment 
Creed 
Earning  power 

Experience 
Fatigue 
Habits 
Health 
Mode  of  living 

Nutrition 
Size 
Skill 
Temperament 
Training 

VARIABLES  OF  THE  SURROUNDINGS,  EQUIPMENT,  AND 

TOOLS 

Appliances  Reward  and  punishment 

Clothes  Size  of  unit  moved 

Colors  Special  fatigue  eliminating 

Entertainment,  music,  read-        devices 

ing,  etc.  Surroundings 

Heating,  cooling,  ventilating    Tools 
Lighting  Union  rules 

Quality  of  material  Weight  of  unit  moved 

1  "Motion  Study,"  published  by  D.  Van  Nostrand  Company, 
25  Park  Place,  New  York. 


DEFINITIONS  OF  TERMS  9 

VARIABLES  OF  THE  MOTION 
icceleration 
Automaticity 

Combination  with  other  motions  and  sequence 
Cost 

Direction 
Effectiveness 

Foot  pounds  of  work  accomplished 
Inertia  and  momentum  overcome 
Length 
Necessity 
Path 

Play  for  position 
Speed 

Arthur  Twining  Hadley,  President  of  Yale  University, 
states  in  his  book  "  Economics  "  :  — 

"  The  ability  of  a  community  to  pay  high  wages  seems 
to  depend  more  upon  the  avoidance  of  waste  than  upon 
increase  of  accumulations." 

TASK 

What  is  meant  by  the  word  "  task  "? 

The  quantity  of  work  of  prescribed  quality  to  be  done 
in  a  given  time,  or  the  time  required  to  do  a  certain 
quantity  of  output  in  a  certain  way  as  prophesied  by 
scientific  time  study,  is  called  the  "task."  The  task 
is  determined  by  building  up  synthetically  the  easiest, 
least  fatiguing,  least  wasteful  method,  and  allowing  a 
definite  percentage  of  time  for  rest,  and  a  definite  per- 
centage for  unavoidable  delays.  This  percentage  seldom 


10        PRIMER  OF  SCIENTIFIC  MANAGEMENT 

amounts  to  less  than  12^  per  cent  and  often  reaches 
to  more  than  30  per  cent,  and  in  some  cases  over  50 
per  cent. 

The  task  is  obviously,  then,  not  a  measure  of  how  much 
a  man  can  do  under  a  short  burst  of  speed,  but  instead 
is  that  maximum  quantity  that  he  can  do  day  after  day 
without  speeding  up  and  year  after  year  with  improve- 
ment to  his  health. 

The  task  is  the  quantity  that  the  man  who  is  actually 
to  do  the  work  can  do  continuously  and  thrive. 

FUNCTIONAL  FOREMEN 
What  is  the  meaning  of  "  Functional  Foremen"? 

Functional  foremen  differ  from  the  usual  type  of  fore- 
men in  that,  while  the  latter  have  full  charge  of  a  certain 
number  of  men,  the  former  have  charge  of  a  certain 
function  in  the  handling  of  the  men.  For  example,  the 
principal  functional  foremen  under  the  Taylor  plan 
consist  of 

(a)  Route  clerk,  and  order  of  work  clerk. 

(6)  Instruction  card  clerk. 

(c)  Time  and  cost  clerk. 

(d)  Disciplinarian. 

(e)  Gang  boss. 
(/)  Speed  boss. 
(g)  Repair  boss. 
(h)  Inspector. 

All  of  these  functional  foremen  must  be  specialists  at 
their  functions  and  must  be  prepared  constantly  to  teach 
and  help  the  individual  workman  with  whom  they  work 
in  direct  contact. 


DEFINITIONS  OF  TERMS  11 

The  functional  foreman  under  the  scientific  plan  of 
management  differs  from  the  foreman  under  the  tradi- 
tional plan  of  management  in  that  the  latter  has  so  many 
functions  and  duties  to  perform  that  he  has  to  depend 
largely  upon  the  individual  workman  to  guess  for  him- 
self as  to  which  is  the  best  way  to  do  the  work  and  to 
hold  his  job. 

Regarding  the  savings  and  economic  benefits  accruing 
from  the  general  principle  of  division  of  labor,  Adam  Smith 
said  in  1776  ("  An  Inquiry  into  the  Nature  and  Causes  of 
the  Wealth  of  Nations  ") :  - 

"  This  great  increase  in  the  quantity  of  work,  which,  in 
consequence  of  the  division  of  labor,  the  same  number 
of  people  are  capable  of  performing,  is  owing  to  three 
different  circumstances:  first,  to  the  increase  of  dex- 
terity hi  every  particular  workman;  secondly,  to  the 
saving  of  time  which  is  commonly  lost  in  passing  from 
one  species  of  work  to  another;  and,  lastly,  to  the 
invention  of  a  great  number  of  machines  which  facilitate 
and  abridge  labor,  and  enable  one  man  to  do  the  work 
of  many." 

Regarding  division  of  mental  labor,  Charles  Babbage 
said: — 

"The  effect  of  the  division  of  labor,  both  mechanical 
and  in  mental  operations,  is,  that  it  enables  us  to  purchase 
and  apply  to  each  process  precisely  that  quantity  of  skill 
and  knowledge  which  is  required  for  it;  we  avoid  em- 
ploying any  part  of  the  time  of  a  man  who  can  get  eight 
or  ten  shillings  a  day  by  his  skill  in  tempering  needles, 
in  turning  a  wheel,  which  can  be  done  for  sixpence  a  day; 
and  we  equally  avoid  the  loss  arising  from  an  accomplished 
mathematician  in  performing  the  lowest  processes  of 
arithmetic." 


CHAPTER  II 
LAWS   OR    PRINCIPLES    OF  SCIENTIFIC    MANAGEMENT 

TIME  STUDY 
What  is  the  fundamental  of  Scientific  Management? 

The  great  fundamental  of  Scientific  Management  is 
time  study. 

On  time  study  hangs  the  entire  plan  of  the  Taylor 
system  of  management.  The  apparently  simple  art  of 
time  study  is  in  reality  a  great  invention,  for,  previous 
to  Taylor's  discovery  of  it,  there  was  no  practical  way  of 
predetermining  or  prophesying  accurately  the  amount  of 
work  that  a  man  could  do  before  he  actually  commenced 
to  do  it. 

Any  plan  of  management  that  does  not  include  Tay- 
lor's plan  of  time  study  cannot  be  considered  as  highly 
efficient.  We  have  never  seen  a  case  in  our  work  where 
time  study  and  analysis  did  not  result  in  more  than 
doubling  the  output  of  the  worker.  The  greatest  need 
to-day,  as  Dr.  Taylor  has  already  pointed  out,  is  a  hand- 
book of  time  study  data  for  assisting  the  workers  to  earn 
higher  wages  and  the  management  to  secure  lower  pro- 
duction costs.  It  is  hoped  that  the  day  will  soon  arrive 
when  the  colleges  will  cooperate  in  undertaking  this  work 
in  accordance  with  a  definite  plan,  with  a  national  bureau 
in  charge  of  the  entire  work. 

12 


LAWS  OR  PRINCIPLES  13 

What  are  the  purposes  of  Time  Study? 

The  purposes  of  the  scientific  study  of  unit  times  are 
five,  as  follows:  — 

1.  To  obtain  all  the   existing  information  about  the 
art  or  trade  being  investigated  that  is  possessed  by  the 
present  masters,  journeymen,  and  experts  of  that  trade, 
who  obtained  the  most  of  their  information  through  the 
"journeyman  to  apprentice  method"  of  teaching. 

2.  To  get  the  most  exact  information  regarding  the 
time  required  to  perform  each  smallest  element  of  the 
operation,  so  that  in  building  up  the  standard  method 
synthetically  the  quickest  elements  and  motions  may  be 
selected,  in  order  that  the  workman  can,  other  things 
being  equal,  use  a  method  consisting  of  elements  requiring 
the  least  time  to  perform. 

3.  To  determine  which  motions  and  elements  are  the 
least  fatiguing,  that  the  worker  may  be  caused  no  unneces- 
sary fatigue  in  his  work,  nor  any  fatigue  outside  of  his  work 
of  actually  producing  output. 

4.  To  determine  the  amount  of  actual  rest  that  each 
kind  of  work  requires,  that  neither  the  management  nor 
the  man  himself  may  injure  the  man  by  trying  to  make  him 
do  too  much  in  order  to  obtain  an  increase  over  and  above 
the  unusually  high  wages  offered  by  Scientific  Management. 

5.  To  determine  the  personal  coefficient  of  each  appli- 
cant for  certain  kinds  of  work,  that  he  may  be  assisted  in 
entering  that  vocation  for  which  he  is  best  fitted. 

It  will  be  seen  by  the  above  that  it  is  necessary  to  obtain 
the  most  accurate  and  minute  times  if  the  greatest  good 
to  the  worker  and  the  management  is  to  be  obtained. 


14       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

STANDARDS 

Why  is  the  establishment  of  standards  of  tools, 
methods,  and  devices  of  such  vital  importance  as  a 
preliminary? 

This  is  best  answered  by  Mr.  Morris  Llewellyn  Cooke, 
in  his  valuable  "Report  to  the  Carnegie  Foundation  For 
the  Advancement  of  Teaching."  He  says  (p.  6) :  - 

"A  standard  under  modern  Scientific  Management  is 
simply  a  carefully  thought  out  method  of  performing  a 
function,  or  carefully  drawn  specification  covering  an  im- 
plement or  some  article  of  stores  or  of  product.  The  idea 
of  perfection  is  not  involved  in  standardization.  •  The 
standard  method  of  doing  anything  is  simply  the  best 
method  that  can  be  devised  at  the  time  the  standard  is 
drawn.  /  Improvements  in  standards  are  wanted  and 
adopted  whenever  and  wherever  they  are  found.  There 
is  absolutely  nothing  in  standardization  to  preclude  inno- 
vation. But  to  protect  standards  from  changes  which  are 
not  in  the  nature  of  improvements,  certain  safeguards  are 
erected.  These  safeguards  protect  standards  from  change 
for  the  sake  of  change.  All  that  is  demanded  under  mod- 
ern scientific  management  is  that  a  proposed  change  in  a 
standard  must  be  scrutinized  as  carefully  as  the  standard 
was  scrutinized  prior  to  its  adoption ;  and  further  that  this 
work  be  done  by  experts  as  competent  to  do  it  as  were 
those  who  originally  framed  the  standard.  Standards 
adopted  and  protected  in  this  way  produce  the  best  that 
is  known  at  any  one  time.  Standardization  practiced  in 
this  way  is  a  constant  invitation  to  experimentation  and 
improvement." 

In  what  way  can  the  general  adoption  of  standards 
save  money? 

Dr. Taylor  in  his  Paper  1003  ("Shop  Management"), 
American  Society  of  Mechanical  Engineers,  says :  — 


LAWS  OR  PRINCIPLES  15 

"284.  It  would  seem  almost  unnecessary  to  dwell  upon 
the  desirability  of  standardizing,  not  only  all  of  the  tools, 
appliances,  and  implements  throughout  the  works  and 
office,  but  also  the  methods  to  be  used  in  the  multitude  of 
small  operations  which  are  repeated  day  after  day.  There 
are  many  good  managers  of  the  old  school,  however,  who 
feel  that  this  standardization  is  not  only  unnecessary,  but 
that  it  is  undesirable,  their  principal  reason  being  that  it  is 
better  to  allow  each  workman  to  develop  his  individuality 
by  choosing  the  particular  implements  and  methods  which 
suit  him  best.  And  there  is  considerable  weight  in  this 
contention  when  the  scheme  of  management  is  to  allow 
each  workman  to  do  the  work  as  he  pleases  and  hold  him 
responsible  for  results.  Unfortunately,  in  ninety-nine  out 
of  a  hundred  such  cases  only  the  first  part  of  this  plan 
is  carried  out.  The  workman  chooses  his  own  methods 
and  implements,  but  is  NOT  HELD  IN  ANY  STRICT  SENSE 
ACCOUNTABLE  unless  the  quality  of  the  work  is  so  poor 
or  the  quantity  turned  out  is  so  small  as  to  almost 
amount  to  a  scandal.  In  the  type  of  management 
advocated  by  the  writer,  this  complete  standardization 
of  all  details  and  methods  is  not  only  desirable,  but  abso- 
lutely indispensable  as  a  preliminary  to  specifying  the 
time  in  which  each  operation  shall  be  done,  and  then  in- 
sisting that  it  shall  be  done  within  the  time  allowed. 

"285.  Neglecting  to  take  the  time  and  trouble  to 
thoroughly  standardize  all  of  such  methods  and  details  is 
one  of  the  chief  causes  for  setbacks  and  failure  in  intro- 
ducing this  system.  Much  better  results  can  be  attained, 
even  if  poor  standards  be  adopted,  than  can  be  reached 
if  some  of  a  given  class  of  implements  are  the  best  of  their 
kind  while  others  are  poor.  It  is  uniformity  that  is  re- 
quired. Better  have  them  uniformly  second  class  than 
mainly  first  with  some  second  and  some  third  class  thrown 
in  at  random.  In  the  latter  case  the  workmen  will  almost 
always  adopt  the  pace  which  conforms  to  the  third  class 
instead  of  the  first  or  second.  In  fact,  however,  it  is  not 
a  matter  involving  any  great  expense  or  time  to  select  in 
each  case  standard  implements  which  shall  be  nearly  the 
best  or  the  best  of  their  kinds.  The  writer  has  never 


16        PRIMER  OF  SCIENTIFIC  MANAGEMENT 

failed  to  make  enormous  gains  in  the  economy  of  running 
by  the  adoption  of  standards. 

"286.  It  was  in  the  course  of  making  a  series  of  experi- 
ments with  various  air  hardening  tool  steels  with  a  view 
to  adopting  a  standard  for  the  Bethlehem  works  that  Mr. 
White,  together  with  the  writer,  discovered  the  Taylor- 
White  process  of  treating  tool  steel,  which  marks  a  dis- 
tinct improvement  in  the  art;  and  the  fact  that  this 
improvement  was  made,  not  by  manufacturers  of  tool  steel, 
but  in  the  course  of  the  adoption  of  standards,  shows  both 
the  necessity  and  fruitfulness  of  methodical  and  careful 
investigation  in  the  choice  of  much  neglected  details. 
The  economy  to  be  gained  through  the  adoption  of  uni- 
form standards  is  hardly  realized  at  all  by  the  managers 
of  this  country.  No  better  illustration  of  this  fact  is 
needed  than  that  of  the  present  condition  of  the  cutting 
tools  used  throughout  the  machine  shops  of  the  United 
States.  Hardly  a  shop  can  be  found  in  which  tools  made 
from  a  dozen  different  qualities  of  steel  are  not  used  side 
by  side,  in  many  cases  with  little  or  no  means  of  telling 
one  make  from  another;  and,  in  addition,  the  shape  of 
the  cutting  edge  of  the  tool  is  in  most  cases  left  to  the  fancy 
of  each  individual  workman.  When  one  realizes  that 
the  cutting  speed  of  the  best  treated  air  hardening  steel  is 
for  a  given  depth  of  cut,  feed,  and  quality  of  metal  being 
cut,  say  sixty  feet  per  minute,  while  with  the  same  shaped 
tool  made  from  the  best  carbon  tool  steel  and  with  the 
same  conditions,  the  cutting  speed  will  be  only  twelve 
feet  per  minute,  it  becomes  apparent  how  little  the  neces- 
sity for  rigid  standards  is  appreciated." 

How  can  instruction  cards  be  made  out  for  laborers 
who  cannot  write  or  read  any  language,  and  who  also 
cannot  speak  or  understand  the  language  of  the  man- 
agement? 

There  are  several  ways  of  overcoming  this  difficulty. 
If  the  job  is  a  long  one  of  highly  repetitive  work,  it  is 
sometimes  advisable  to  get  an  interpreter  who  can  trans- 


LAWS  OR  PRINCIPLES  17 

late  and  teach  the  instruction  card  to  the  men.  If  the 
men  read,  it  is  possible  to  print  the  entire  card  in  the 
two  languages. 

Where  this  has  not  been  advisable,  we  have  found 
that  a  full-sized  exhibit  of  a  complete  unit  to  be  con- 
structed, maintained  in  all  its  various  stages,  and  shown 
in  detail  as  to  method  and  result,  has  contained  enough 
of  the  principles  and  features  of  the  instruction  card 
to  serve  the  purpose. 

We  have  found  that  stereoscopic  (3-dimension)  photo- 
graphs and  a  stereoscope  have  been  a  great  help,  not 
only  where  the  men  do  not  understand  the  language  of 
the  management,  but  also  in  cases  where  they  do. 

Dr.  Taylor  says :  — 

"  The  instruction  card  can  be  put  to  wide  and  varied 
use.  It  is  to  the  art  of  management  what  the  drawing  is 
to  engineering,  and,  like  the  latter,  should  vary  in  size 
and  form  according  to  the  amount  and  variety  of  the  in- 
formation which  it  is  to  convey.  In  some  cases  it  should 
consist  of  a  pencil  memorandum  on  a  small  piece  of  paper 
which  will  be  sent  directly  to  the  man  requiring  the  in- 
structions, while  in  others  it  will  be  in  the  form  of  several 
pages  of  typewritten  matter,  properly  varnished  and 
mounted,  and  issued  under  the  check  or  other  record 
system,  so  that  it  can  be  used  time  after  time." 

And  any  method  or  device  that  will  enable  the  manage- 
ment to  explain  to  the  men  exactly  what  is  wanted,  that 
they  may  do  the  performing  exactly  in  accordance  with 
the  method  required  by  the  planning  department,  will 
perform  the  functions  of  the  instruction  card. 

In  whatever  form  or  physical  shape  the  instrument 
for  conveying  the  information  from  the  planning  depart- 


18      PRIMER  OF  SCIENTIFIC  MANAGEMENT 

ment  is,  one  thing  is  certain,  i.e.  that  the  more  explicit 
and  definite  this  information,  the  better  the  results  will  be. 

FUNCTIONAL  FOREMEN 

With  so  many  functional  foremen,  who  shall  decide 
when  they  disagree? 

Each  functional  foreman  decides  matters  pertaining  to 
his  own  work.  In  case  of  a  disagreement,  the  disciplin- 
arian decides  as  to  questions  of  discipline  and  penalties. 

On  large  works,  where  there  are  several  foremen  work- 
ing at  the  same  function,  if  they  cannot  agree  immedi- 
ately, the  decision  is  left  to  their  respective  overforemen. 
If  these,  in  turn,  disagree,  the  question  is  referred  to  the 
assistant  superintendent. 

What  is  the  advantage  of  a  disciplinarian  over  a  self- 
governing  body? 

/  The  disciplinarian  should  be  a  trained  specialist,  who 
/  holds  his  job  during  good  and  efficient  behavior.  He 
i  should  be  free  from  the  politics  of  election  by  a  self-gov- 

/  erning  body.  He  should  also  be  "  of  the  management "  in 
selecting  employees,  fixing  base  rates  of  wages,  and  de- 

I     termining  promotion  of  deserving  workers  and  foremen. 

Don't  the  foremen  have  to  spend  too  much  of  their 
time  looking  at  papers  instead  of  pushing  the  men? 

The  foremen  in  the  planning  department  put  their 
orders  and  teachings  in  writing  on  paper,  defining  clearly 
the  standard  method  of  doing  the  work. 

The  foremen  of  the  performing  department  do  not 
drive  the  men.  Their  duties  are  to  explain  the  written 


LAWS  OR  PRINCIPLES  19 

orders  of  the  planning  department,  and  to  see  that  they 
are  carried  out  exactly  as  written. 

Inasmuch  as  the  papers  show  and  describe  the  best- 
known  method,  it  is  essential  that  the  foremen  follow  the 
instructions  on  the  instruction  card  to  the  letter  in  order 
to  obtain  the  best  results. 

How  can  a  worker  serve  eight  masters? 

These  eight  so-called  "masters"  are  functional  foremen 
whose  duties  are  to  help  the  worker  to  do  his  work  in  the 
exact  manner  called  for  on  the  instruction  card.  Each 
man  thus  belongs  to  eight  different  gangs,  or  classes  of 
instruction,  and  receives  help  from  all  eight  teachers. 
"A  man  cannot  serve  two  masters,"  but  he  can  easily 
receive  and  accept  help  from  eight  teachers. 

Mr.  Wilfred  Lewis,  President  of  the  Tabor  Manufactur- 
ing Company,  stated  recently  in  an  address  on  Scientific 
Management  at  the  Congress  of  Technology,  Boston, 
April  10,  1911,  speaking  of  his  own  experience  with  the 
Taylor  System:  — 

"  Our  wonderful  increase  in  production  is  not  due  en- 
tirely to  rapidity  of  performance,  for  in  some  instances 
very  little  gain  in  that  direction  has  been  made.  A  great 
deal  is  due  to  the  functional  foreman,  whose  duty  it  is  to 
prepare  and  guide  the  way  of  every  piece  of  work  going 
through  the  shop. 

"  The  old  notion  that  a  man  cannot  serve  two  masters 
or  take  orders  from  more  than  one  superior  is  denied  by 
the  new  philosophy,  which  makes  it  possible  for  a  work- 
man to  have  as  many  bosses  as  there  are  functions  to  be 
performed.  There  is  no  conflict  of  authority  unless  the 
functions  overlap,  and  even  there  such  conflict  as  may 
arise  is  salutary  and  to  the  interest  of  the  company." 


20      PRIMER  OF  SCIENTIFIC  MANAGEMENT 

RATE  OF  COMPENSATION 

How  is  it  possible  to  pay  high  wages  and  at  the  same 
time  have  low  costs  of  labor? 

By  finding  the  best  way  to  do  the  work.  This  will 
enable  the  worker  to  produce  much  higher  records  of  out- 
put at  a  lower  unit  cost,  yet  at  a  higher  total  daily  wage, 
than  he  received  under  the  old  form  of  management. 
For  example,  suppose  that  under  the  old  plan  of  manage- 
ment a  man  turned  out  about  10  pieces  per  day  and  re- 
ceived a  total  daily  wage  of  $4.00.  That  would  equal 
forty  cents  apiece. 

Now  suppose  that  by  analyzing  the  method  of  making, 
down  to  the  minutest  motions,  and  by  discovering  a  new 
method  that  took  less  time  with  less  effort  and  was  sub- 
ject to  less  delay,  the  worker  was  able  to  put  out  25 
pieces,  for  which  he  received  twenty-five  cents  apiece. 
The  man's  pay  is  here  raised  more  than  56  per  cent,  and 
the  production  costs  have  been  lowered  37^  per  cent, 
out  of  which  must  be  paid  the  cost  of  the  investigation 
and  of  the  planning  department. 

What  are  the  essential  differences  between  the  dif- 
ferent methods  of  payment  and  what  are  the  good  points 
and  the  failings  of  each? 

(a)  Day  Work.  —  The  most  common  method  of  pay- 
ment of  the  worker,  especially  in  establishments  where 
but  few  men  are  employed,  is  the  day  work  plan.  Under 
this  plan  a  man  is  paid  for  the  time  he  works,  and  there 
is  no  agreement  as  to  how  much  work  he  shall  do  in  order 
to  earn  his  day's  pay. 


LAWS  OR  PRINCIPLES  21 

Theoretically,  this  plan  is  very  good,  but  in  practice  it 
is  a  great  factor  in  decreasing  efficiency,  raising  costs, 
reducing  outputs,  and,  eventually,  decreasing  wages. 

The  day  work  system  of  payment  would  be  an  ideal 
method  of  payment  of  the  workmen,  from  both  the 
standpoint  of  the  workers  and  the  employers,  if  the 
employers  could  tell  what  rate  per  day  would  be  the  cor- 
rect amount  to  pay  each  workman.  But  there  is  no  way 
of  determining  that  easily,  consequently  the  men  are 
paid  by  the  position  they  hold  and  not  for  their  individual 
merit,  skill,  or  productivity.  The  workmen,  seeing  that 
their  pay  is  determined  by  their  class  of  trade,  immedi- 
ately recognize  that  it  is  useless  to  be  particularly  efficient 
because  it  will  not  affect  their  pay  in  the  long  run. 
Consequently  all  hands  soon  fall  into  that  easy-going  pace 
that  is  just  fast  enough  to  hold  their  job. 

(6)  Old  Bonus  Scheme.  —  The  old  scheme  of  paying 
a  bonus  has  grown  into  disfavor  generally  because  under 
it  the  amount  of  bonus  was  not  determined  scientifically; 
and,  finally,  it  was  used  as  a  club  over  the  heads  of  the 
workmen  to  drive  them  to  greater  efforts  without  ade- 
quate or  just  financial  rewards.  It  also  resulted  in  a 
poorer  quality  of  finished  output  and  oftentimes  in  acci- 
dents and  injuries  due  to  the  generally  careless  methods 
resulting  from  the  incentive  to  earn  the  extra  financial 
reward. 

(c)  Old-fashioned  Piecework.  —  Piecework  would  be  an 
ideal  method  for  paying  the  men  if  it  were  not  for  several 
facts  not  readily  recognized  as  being  of  great  injustice  to 
the  worker.  First  comes  the  difficulty  of  finding  out 
the  correct  and  just  price  that  should  be  paid  per  piece. 


22      PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Then  there  is  the  injustice  to  the  worker  while  he  is  learn- 
ing to  do  the  work,  also  the  fear  on  the  part  of  the  worker 
that  the  employer  will  cut  the  rate  if  he  earns  what  the 
employer  thinks  is  too  much.  Finally  comes  systematic 
soldiering,  which  is  the  worst  thing  in  any  type  of  man- 
agement. 

(d)  Gain  Sharing.  —  This  method  of  compensating  the 
workman  was  invented  by  Mr.  Henry  R.  Towne  in  1886. 
This  method  is  fully  described  in  the  Transactions  of  the 
American  Society  of  Mechanical  Engineers,  1889,  Paper 
341. 

(e)  Premium  Plan. — This  method  of  paying  workmen 
was  invented  by  Mr.  F.  A.  Halsey  and  is  fully  described 
in  the  Transactions  of  the  American  Society  of  Mechanical 
Engineers,  1891,  Paper  499. 

Mr.  Taylor  discusses  these  two  methods  of  manage- 
ment (see  Transactions  of  the  American  Society  of  Me- 
chanical Engineers,  1895,  Paper  647,  n  27-30). 

(/)  Task  with  Bonus.  —  This  system  was  invented  by 
Mr.  H.  L.  Gantt.  It  consists  of  paying  a  regular  day's 
pay  to  the  worker  in  every  case,  even  while  he  is  learning 
and  is  unable  to  produce  much  output.  It  also  provides  for 
a  scientifically  determined  task  of  standard  quality,  for  the 
accomplishment  of  which  the  worker  receives  from  30  to  100 
per  cent  extra  wages.  For  any  excess  of  output  over  and 
above  the  quantity  of  the  task,  the  worker  is  paid  at  the 
same  piece  rate  as  is  the  rate  a  piece  for  the  task.  This 
is,  therefore,  a  simple  yet  remarkable  invention,  for  it  in- 
sures a  minimum  of  a  full  day's  pay  for  the  unskilled  and 
the  learners,  and  piecework  for  the  skilled.  (See  "  Work, 
Wages,  and  Profits,"  published  by  The  Engineering 


LAWS  OR  PRINCIPLES  23 

Magazine.      See  also   Paper   928,   Transactions   of    the 
American  Society ^of  Mechanical  Engineers.) 

(g)  Three-rate  with  Increased  Rate.  —  This  system  has 
many  advantages  in  certain  cases,  and  we  have  found  it 
to  be  extremely  valuable  during  the  period  of  teaching 
the  workmen  how  to  achieve  the  task.  It  consists  of  — 

(1)  Paying  a  usual  and  customary  day's  pay  to  every 
worker,  called  the  low  rate. 

(2)  Paying  a  day's  pay  plus  10  per  cent  to  a  worker 
when  he  conforms  to  the  exact  method  described  upon 
the  instruction  card.     This  is  called  the  middle  rate  and  is 
used  for  the  purpose  of  encouraging  the  worker  and  of  in- 
ducing him  to  conform  with  great  exactness  to  that  method 
on  which  the  unit  times  for  work  and  percentage  of  time 
allowed  for  rest  and  unavoidable  delays  are  based,  and 
which  has  been  determined  by  the  planning  department 
to  be  the  best  method  that  they  have  seen,  heard  of,  or 
been  able  to  devise  by  making  a  one  best  way  from  unit- 
ing best  portions  of  many  workers'  methods.     This  middle 
rate  is  abandoned  as  soon  as  the  worker  has  once  achieved 
the  task  in  the  standard  method.     For  the  accomplish- 
ment of  the  task,  which  has  been  derived  by  scientific 
time  study,  an  extra  payment  of  from  30  to  100  per 
cent  above  the  low  rate.    This  is  called  the  high  rate,  and 
for  anything  above  the  task  a  wage  -equal  to  the  same 
piece  rate  for  the  increased  quantity  is  paid.     In  some 
cases  it  is  advisable  to  pay  an  increasing  or  differential 
rate  for  each  piece  when  the  number  of  pieces  exceeds 
that  of  the  task. 

(h)  Differential  Rate  Piece.  —  The  Differential  Rate 
Piece  is  an  invention  of  Mr.  Taylor,  and,  like  every- 


24       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

thing  he  has  done,  is  the  most  efficient  of  all  methods  of 
payment. 

This  method  is  undoubtedly  the  best  method  of  com- 
pensating the  worker.  It  gives  unusually  high  pay  for 
high  outputs  and  unusually  low  pay  for  low  outputs. 
It  rewards  the  man  who  conforms  to  his  instruction  card 
so  that  he  is  most  particular  to  cooperate  with  the  manage- 
ment for  the  complete  achievement  of  his  task. 

Paying  an  unusually  low  piece  rate  for  failure  to 
make  obtainable  output  seems  like  a  hardship  on  the 
worker ;  but  it  is  absolutely  necessary  to  penalize  the  lazy 
in  this  way  because  the  "dependent  sequences,'7  as  Mr. 
Harrington  Emerson  has  described  them,  make  it  necessary 
to  induce  all  men  to  work,  by  means  of  high  pay  for  suc- 
cessful effort  and  low  pay  for  lack  of  effort.  In  this  way 
one  worker,  or  class  of  workers,  is  not  absolutely  pre- 
vented from  doing  its  work,  which  is  dependent  upon 
the  preceding  condition  that  the  first  workers  achieve 
their  tasks. 

Example.  —  A  bricklayer  cannot  achieve  his  task  un- 
less he  is  supplied  with  the  brick,  mortar,  scaffold,  and 
"line  up"  in  the  correct  sequence  at  the  right  time,  the 
right  quantity,  and  of  the  right  quality. 

The  mortar  men  cannot  transport  the  mortar  until  it  has 
been  mixed.  The  mortar  cannot  be  mixed  until  its  in- 
gredients have  been  received,  etc. 

While  the  Differential  Rate  Piece  system  is  the  most 
efficient,  it  should  not  be  used  until  all  the  accompanying 
conditions  for  its  success,  including  time  study,  the  task, 
provision  for  proper  inspection,  methods  and  tools  gener- 
ally have  been  perfected  and  standardized. 


LAWS  OR  PRINCIPLES  25 

While  it  is  the  most  efficient,  it  requires  a  higher  stand- 
ard of  management  before  it  can  be  used  to  best 
advantage.  It  is  particularly  efficient  on  work  that  is 
repeated  day  after  day  and  year  after  year. 

It  is  hardly  to  be  expected  that  any  large  establish- 
ment will  ever  have  all  employees  working  under  one 
system  of  payment,  therefore  the  system  of  payment  must 
be  selected  according  to  the  general  condition  of  the  man- 
agement, whether  or  not  work  is  sufficiently  repetitive  to 
warrant  making  entirely  new  time  studies  and  in- 
struction cards  and  many  other  factors  controlling  the 
situation. 

Different  methods  of  compensating  workmen  are  ex- 
plained particularly  well  in  Chapter  III  of  "Cost  Keep- 
ing and  Management  Engineering, "  by  Gillette  and  Dana. 

It  is  necessary  to  say,  further,  that  many  ill-pre- 
pared antagonists  to  Scientific  Management  have  stated 
frankly  that  they  were  "  against  any  kind  of  a  bonus 
scheme."  It  must  be  remembered,  however,  that  "the 
method  of  payment  is  no  more  Scientific  Management 
than  a  shingle  is  a  roof,"  as  Mr.  Ernest  Hamlin  Abbott 
has  so  aptly  stated. 

Will  not  the  use  of  different  systems  of  payment  make 
all  kinds  of  confusion  in  an  establishment? 

No,  on  the  contrary,  the  different  conditions  govern- 
ing the  work  make  it  necessary  to  use  several  different 
forms  of  compensation  to  the  workmen  in  order  to  secure 
the  best  results.  In  fact,  the  existence  of  a  class  of  work 
on  which  the  men  are  paid  by  the  day  provides  one  of 
the  best  forms  of  punishment  for  the  use  of  the  disciplin- 


26      PRIMER  OF  SCIENTIFIC  MANAGEMENT 

arian.  After  the  men  have  gotten  the  high  wages  re- 
sulting from  following  the  teachings  provided  for  them, 
they  dislike  exceedingly  to  be  put  into  the  "day's  pay" 
class.  In  the  Link-Belt  Co.'s  works,  —  which  are  conceded 
to  be  of  the  most  highly  systematized, — there  are  at  least 
four  systems  of  payment,  namely :  — 

(a)  Day  work, 

(6)  Piecework, 

(c)  Task  with  Bonus,  and 

(d)  Differential  Rate  Piece. 

The  same  is  true  with  the  Tabor  Manufacturing  Co., 
the  Brighton  Mills,  Plimpton  Press,  Yale  and  Towne 
Manufacturing  Co.,  and  several  works  under  the  able 
management  of  Messrs.  Dodge,  Day  and  Zimmerman. 

Why  is  not  a  cooperative  plan  better  than  Taylor's 
plan? 

This  question  is  best  answered  by  quoting  from  Dr. 
Taylor's  paper  read  before  the  A.  S.  M.  E.  in  1895,  entitled 
a  "Piece  Rate  System."  We  quote  also  pp.  73  to  77  in- 
clusive of  American  Society  of  Mechanical  Engineers, 
Paper  1003. 

"73.  Cooperation,  or  profit  sharing,  has  entered  the 
mind  of  every  student  of  the  subject  as  one  of  the  pos- 
sible, and  most  attractive  solutions  of  the  problem;  and 
there  have  been  certain  instances,  both  in  England  and 
France,  of  at  least  a  partial  success  of  cooperative  experi- 
ments. 

"  74.  So  far  as  I  know,  however,  these  trials  have  been 
made  either  hi  small  towns,  remote  from  the  manufac- 
turing centers,  or  in  industries  which  in  many  respects 
are  not  subject  to  ordinary  manufacturing  conditions. 


LAWS  OR   PRINCIPLES  27 

"  75.  Cooperative  experiments  have  failed,  and,  I  think, 
are  generally  destined  to  fail,  for  several  reasons,  the 
first  and  most  important  of  which  is,  that  no  form  of  co- 
operation has  yet  been  devised  in  which  each  individual 
is  allowed  free  scope  for  his  personal  ambition.  Personal 
ambition  always  has  been  and  will  remain  a  more  power- 
ful incentive  to  exertion  than  a  desire  for  the  general 
welfare.  The  few  misplaced  drones,  who  do  the  loafing 
and  share  equally  in  the  profits  with  the  rest,  under  co- 
operation are  sure  to  drag  the  better  men  down  toward 
their  level. 

"  76.  The  second  and  almost  equally  strong  reason  for 
failure  lies  in  the  remoteness  of  the  reward.  The  average 
workman  (I  don't  say  all  men)  cannot  look  forward  to  a 
profit  which  is  six  months  or  a  year  away.  The  nice 
time  which  they  are  sure  to  have  to-day,  if  they  take 
things  easily,  proves  more  attractive  than  hard  work, 
with  a  possible  reward  to  be  shared  with  others  six 
months  later. 

"  77.  Other  and  formidable  difficulties  in  the  path  of 
cooperation  are  the  equitable  division  of  the  profits,  and 
the  fact  that,  while  workmen  are  always  ready  to  share 
the  profits,  they  are  neither  able  nor  willing  to  share  the 
losses.  Further  than  this,  in  many  cases,  it  is  neither 
right  nor  just  that  they  should  share  either  in  the  profits 
or  the  losses,  since  these  may  be  due  in  great  part  to 
causes  entirely  beyond  their  influence  or  control,  and  to 
which  they  do  not  contribute." 

Isn't  it  really  the  old  piecework  scheme  under  a  new 
name  with  a  few  frills  added? 

In  its  final  analysis,  all  compensation  is  more  or  less 
piecework.  Even  "day  work"  is  a  kind  of  piecework, 
i.e.  the  employer  in  effect  says  "I'll  give  you  so  much  per 
day. ' '  Then  if  he  thinks  that  he  is  not  getting  enough  pieces 
done  for  the  money,  perhaps  he  does  not  say  anything 
more,  but  simply  sends  the  blue  envelope  to  the  worker. 


28       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Another  employer  might  say,  "I'll  pay  you  25  cents 
apiece/'  he  and  the  employee  both  thinking  that  the  latter 
could  make  anywhere  from  8  to  16  pieces  per  day.  There 
is  one  great  objection  to  this  method  that  does  not  always 
show  up  immediately.  When  it  does,  it  does  more  damage 
than  enough  to  offset  all  its  value;  namely,  when,  by  special 
effort  on  the  part  of  the  employee,  he  makes  say  32  pieces 
per  day,  and  the  employer,  knowing  that  there  are  plenty 
of  men  to  be  had  who  would  be  delighted  to  work  for 
$2.00  to  $4.00  per  day,  cuts  the  rate.  As  Dr.  Taylor 
says,  just  two  cuts  of  the  rate  for  the  same  man,  and  he 
will  then  stop  all  planning  except  on  the  subject  of  how 
much  output  he  can  safely  make  without  the  fear  of  an- 
other cut.  It  is  surely  not  for  the  employee's  interest 
to  make  any  extra  effort  unless  he  is  to  be  compensated 
for  it.  This  necessitates  the  setting  of  the  piece  rate 
scientifically  and  not  by  guess  or  arbitration  or  collec- 
tive bargainings,  and  we  say  this  emphatically,  although 
we  are  thoroughly  in  favor  of  collective  bargaining  on 
many  things,  such,  for  example,  as  the  minimum  day's 
rate  to  be  paid  to  the  worker  and  the  number  of  hours  in 
the  working  day. 

We  will  digress  for  a  moment  here  and  tell  of  an  in- 
cident seen  some  years  ago.  We  had  occasion  to  visit 
a  factory,  and  saw  a  girl  putting  four-ounce  lots  of  the 
factory's  product  into  pasteboard  boxes.  Her  duties 
were  simply  to  put  exactly  four  ounces  of  merchan- 
dise into  each  pasteboard  box  and  to  put  the  cover  on. 
She  was  doing  her  work  in  a  most  inefficient  way  —  ob- 
viously so. 

Knowing  that  all  the  employees  in  that  factory  were  on 


LAWS  OR  PRINCIPLES 


29 


piecework,  we  suggested  to  this  girl  that  we  could  show 
her  some  economies  of  motions  that  would  increase  her 
output.  She  seemed  much  interested  and  watched  our 
stop  watch  record  an  output  several  times  greater  our 
way  than  the  way  she  had  been  working.  She  seemed 
delighted  with  the  suggestion,  and  we  were  pleased  to 
have  shown  her  how  she  could  do  so  many  more  dozen 
boxes  per  day.  She  followed  the  suggestion  for  about 
ten  minutes,  or  until  we  walked  away.  When  we  came 
back,  we  saw  that  she  was  doing  her  work  in  the  old  way. 
We  asked  her  why  she  did  not  do  the  work  our  way  when 
it  was  so  much  more  efficient.  Her  discouraged  reply 
was,  "What's  the  use;  the  boss  here  cuts  the  piece 
rate  when  any  girl  earns  over  $6.00  per  week." 

"  Cannot  the  piece  rate  be  cut  under  Scientific  Man- 
agement? " 

Yes,  and  so  can  the  throat  of  the  goose  that  laid  the 
golden  eggs;  but  there  are  a  great  many  incentives  put 
upon  the  management  not  to  cut  the  rate  once  it  has 
been  set.  For  example,  for  the  best  results  the  manage- 
ment must  have  established  the  reputation  of  never 
having  cut  a  rate  which  has  been  set  under  Scientific 
Management.  Then  when  a  rate  has  been  set  and  it 
has  been  found  that  no  workman  or  gang  boss  teacher 
can  teach  the  actual  worker  to  do  the  work  in  the  allotted 
time,  the  time  allowed  must  be  extended.  On  the  other 
hand,  if  the  time  allowed  is  much  longer  than  that  required 
by  the  worker  to  accomplish  his  task,  the  management  must 
stand  by  its  mistake  and  take  its  medicine ;  but  its  medicine 
will  not  be  bad  for  it  at  that.  Such  "candy  work"  can  be 


30       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

used  as  a  special  prize  for  long  service  and  special  compen- 
sation for  continuous  merit. 

The  rate  must  not  be  set  until  the  process  and  the 
method  for  executing  the  work  have  been  completely 
changed.  When  the  rate  and  the  task  and  the  method 
have  been  determined  scientifically  and  not  by  rule  of 
thumb,  there  will  be  no  occasion  or  desire  under  Scientific 
Management  to  change  the  rate.  We  have  seen  cases 
where  the  earnings  of  the  worker  totaled  to  more  than 
that  of  the  gang  bosses  and,  nevertheless,  the  unit  costs 
were  low. 

What  are  the  best  remedies  for  soldiering? 

There  is  but  one  remedy  for  soldiering,  namely,  an 
accurate  knowledge  on  the  part  of  the  management  of 
how  much  output  constitutes  a  fair  day's  work,  coupled 
with  paying  permanently  unusually  high  wages,  with  no 
fear  of  a  cut  in  rate. 


CHAPTER  III 

APPLICATION  OF  LAWS   OF  SCIENTIFIC  MANAGEMENT 

FIELD  OF  APPLICABILITY 

If  Scientific  Management  is  so  worthy,  why  are  there 
so  few  places  organized  under  it  at  the  present  time  ? 

Because  there  are  so  few  engineers  and  teachers  capable 
of  installing  it,  and  they  are  all  busy  with  more  work  than 
they  can  do.  Until  some  definite  method  is  adopted  for 
increasing  the  number  of  teachers,  the  progress  will  be  slow. 

Can  Scientific  Management  be  applied  to  office  work, 
i.e.  work  that  is  mostly  mental  work? 

Yes,  there  are  many  cases  where  it  has  been  as  effective 
as  in  the  shop  or  on  the  job. 

On  work  of  repetitive  character  we  have,  in  several 
instances,  doubled  the  amount  of  output  per  clerk,  and 
shortened  the  working  hours. 

We  have  never  seen  the  case  where  higher  wages, 
greater  output,  and  lower  costs  have  not  resulted  when  an 
office  force  operated  under  Scientific  Management. 

What  happens  when  a  business  is  too  small  or  too 
large  to  operate  under  exactly  eight  functional  bosses? 

If  too  small  to  warrant  eight  different  functional  foremen, 
fewer  foremen  can  be  used  and  each  be  given  a  number  of 
functions  to  perform.  If  the  job  is  too  large  for  exactly 

31 


32       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

eight  men,  then  there  may  be  several  foremen  to  each 
function,  with  an  "over  foreman"  to  each  group  of 
foremen  of  the  same  function.  Under  the  traditional 
form  of  management  one  foreman  performs  all  eight 
functions  as  well  as  the  time  will  permit. 

For  a  description  of  practical  application  of  Scientific 
Management,  see  a  series  of  articles  entitled  "Applied 
Methods  of  Scientific  Management,"  by  Frederic  A. 
Parkhurst,  running  in  Industrial  Engineering  for  1911, 
and  published  in  book  form  by  Wiley  &  Co. 

POSSIBILITY  OF  SUBSTITUTES  FOE  SCIENTIFIC 
MANAGEMENT 

Why  not  get  an  extra  good  foreman  and  simply  leave 
the  question  of  management  to  him? 

In  the  first  place,  "extra  good  foremen"  are  hard  to 
find,  and  when  found  are  more  profitable  to  their  employer 
and  also  themselves  when  acting  in  charge  of  that  func- 
tion for  which  they  are  specially  fitted. 

Furthermore,  one  man  working  alone  cannot  do  such 
efficient  work  as  can  several  specialists  of  less  brilliancy,  in 
team  work,  each  at  the  function  at  which  he  is  specially 
trained. 

As  Mr.  Ernest  Hamlin  Abbott  has  said,  in  the  Out- 
look tor  Jan.  7,  1911:  — 

"Scientific  Management  cannot  be  ' bought  and  de- 
livered in  a  box,'  but  when  it  is  once  installed,  it 
will  bring  results  that  cannot  be  achieved  by  a  merely 
'born  manager.'  If  a  man  wants  to  practice  medi- 
cine, it  is  well  if  he  is  a  'born  doctor/  but  nowadays 
it  is  not  sufficient;  it  is  not  even  necessary.  So  it  will 
be  with  the  manager." 


APPLICATION  OF  LAWS 


33 


Cannot  the  American  workman  devise  efficient 
methods  as  well  as  the  engineer? 

As  a  proof  that  the  workman  cannot  compete  in  de- 
vising efficient  methods  with  the  trained  engineer,  it 
is  well  to  cite  the  paper  1010  of  the  Transactions  of 
the  American  Society  of  Mechanical  Engineers,  by  Mr. 
Carl  G.  Earth,  entitled  "Slide  Rules  for  the  Machine 
Shop  as  a  part  of  the  Taylor  System  of  Management," 
in  which  he  states  :  — 

"Thus  already  during  the  first  three  weeks  of  the 
application  of  the  slide  rules  to  two  lathes,  the  one 
a  27  inch,  the  other  a  24  inch,  in  the  larger  of  these 
shops,  the  output  of  these  was  increased  to  such  an 
extent  that  they  quite  unexpectedly  ran  out  of  work  on 
two  different  occasions,  the  consequence  being  that  the 
superintendent,  who  had  previously  worried  a  good  deal 
about  how  to  get  the  great  amount  of  work  on  hand  for 
these  lathes  out  of  the  way,  suddenly  found  himself  con- 
fronted with  a  real  difficulty  in  keeping  them  supplied 
with  work.  But  while  the  truth  of  this  statement  may 
appear  quite  incredible  to  a  great  many  persons,  to  the 
writer  himself,  familiar  and  impressed  as  he  has  become 
with  the  great  intricacy  involved  in  the  problem  of  de- 
termining the  most  economical  way  of  running  a  machine 
tool,  the  application  of  a  rigid  mathematical  solution  to  this 
problem  as  against  the  leaving  it  to  the  so-called  practi- 
cal judgment  and  experience  of  the  operator,  cannot 
otherwise  result  than  in  the  exposure  of  the  perfect  folly 
of  the  latter  method." 

What  is  the  reason  that  employees  do  not  know  how 
fast  work  should  be  done? 

There  are  many  reasons,  such  as — 
(a)   They  have  not  investigated  their  problems  by  means 
of  motion  study  and  time  study. 


34      PRIMER  OF  SCIENTIFIC  MANAGEMENT 

(6)  They  have  not  realized  the  importance  of  having  each 
step  in  the  dependent  sequences  carried  out  without  delay. 

(c)  They  have  not  been  taught  the  saving  in  time 
caused  by  having  all  of  the  sequences  obvious,  and  all 
of  the  planning  and  most  of  the  brain  work  done  by  the 
planning  department  before  the  work  is  actually  done. 

(d)  The  workers  have  been  taught,  by  the  fear  of  run- 
ning themselves  out  of  a  job  or  having  their  rate  cut,  that 
the  safest  plan  for  them  is  to  soldier  whenever  possible. 

(e)  Lack  of    personal    familiarity  with  stop    watch 
records  of  elements  of  work  of  the  best  men,  under  stand- 
ard conditions,  is  the  cause  of  their  lack  of  knowledge 
of  how  fast  the  work  should  be  done. 

Does  not  a  good  system  of  routing  bring  nearly  all 
the  benefits  of  Scientific  Management? 

A  system  of  routing  is  but  a  small  part  of  the  entire 
plan  of  Scientific  Management.  It  is  a  very  necessary  part, 
however,  and  the  line  determining  just  where  routing 
leaves  off  and  some  of  the  other  functions  begin  is 
arbitrary.  One  man  has  stated  that  even  motion  study 
is  largely  a  matter  of  routing  the  various  parts  of  the 
human  body,  particularly  the  hands,  feet,  eyes,  and  head. 

For  an  illuminating  discussion  of  routing  and  its  re- 
lation to  Scientific  Management  see  "  Industrial  Plants, "  by 
Charles  Day,  published  by  The  Engineering  Magazine,  1911. 

Is  not  loyalty  and  good  will  the  thing  that  will  make 
employees  work  most  efficiently? 

It  is  certainly  a  great  factor  in  obtaining  cooperation 
between  the  management  and  the  workers.  Scientific 
Management  obtains  good  will  by  the  square  deal, 


APPLICATION   OF  LAWS  3§. 

by  a  division  of  the  savings,  by  teaching,  etc.,  while  the 
old  form  of  management  sometimes  endeavors  to  obtain  it 
by  jollying,  "welfare  work,"  picnics,  self-governing  com- 
mittees, etc.     The  disadvantage  of  the  last  is  that  a  self* 
governing  committee  does  not  get  the  best  results,  because  V 
it  is  not  supplied  with  and  does  not  know  how  best  to  use 
that  data  which  has  been  obtained  in  a  scientific  manner.    \ 

PREPARATION  FOR  INTRODUCTION  OF  SCIENTIFIC     ~** 
MANAGEMENT 

What  preparation  can  be  made  for  the  advent  of  the 
Scientific  Manager  before  he  comes  in? 

There  are  many  things  that  can  be  done.  Among  the 
most  necessary  and  the  easiest  to  do  are  four :  — 

(a)  Establish  standards  of  methods,  and  of  tools 
everywhere. 

(6)   Install  schedules  and  time  tables. 

(c)  Place  each  man,  as  far  as  possible,  so  that  his  out- 
put and  its  unit  cost  shows  up  separately. 

(d)  Put  present  system  in  writing. 

(See  "Cost  Keeping  and  Management  Engineer- 
ing," Gillette  and  Dana.) 

These  improvements  will  pay  for  themselves  from  the 
start  and  will  facilitate  the  work  of  the  efficiency  engi- 
neer very  materially. 

PLACE  OF  INTRODUCTION  OF  SCIENTIFIC  MANAGEMENT 

Where  is  the  best  place  to  begin  to  install  Scientific 
Management  ? 

It  should  be  first  installed  where  it  will  have  the  least 
effect  upon  the  workmen.  When  changes  are  to  be  made 


36       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

that  affect  the  workmen,  it  is  most  desirable  that  those 
cases  should  be  undertaken  first  that  show  most  plainly 
that  workmen  are  benefited  and  that  show  up  clearest 
as  an  object  lesson  to  all  the  workmen  and  to  all  the  em- 
ployers, superintendents,  and  foremen  as  to  how  Scientific 
Management  simultaneously  increases  wages  for  the 
workers  and  cuts  down  production  costs  for  the  owner. 
It  is  desirable  to  start  the  installation  in  many  places 
at  the  same  time.  Therefore  the  establishment  of  stand- 
ards everywhere,  including  standard  instruction  cards 
for  standard  methods,  motion  study,  time  study,  time 
cards,  records  of  individual  outputs,  selecting  and  train- 
ing the  functional  foremen,  particularly  the  foreman 
in  charge  of  the  function  of  inspection,  are  the  features 
that  should  be  undertaken  at  the  very  first.  Collect  the 
great  special  knowledge  that  the  functional  foremen 
should  possess  and  see  that  they  learn  it.  In  choosing 
which  of  two  things  is  to  be  done  first,  always  give  pre- 
cedence to  that  which  can  be  nailed  down  and  held  from 
slipping  back  into  the  old  rut,  once  it  has  been  made  to 
operate  under  the  new  Scientific  Management. 

METHOD  OF  INTRODUCTION  OF  SCIENTIFIC  MANAGEMENT 

Is  it  not  necessary,  in  introducing  Scientific  Manage- 
ment, to  import  a  number  of  functional  foremen,  etc.  ? 

That  depends  upon  circumstances.  In  our  business 
we  have  a  Flying  Squadron  of  "  over  foremen  "  for  starting 
a  new  j  ob  properly.  These  men  are  trained  to  handle  one  or 
more  functions  each,  and  can  therefore  start  the  job  under 
Scientific  Management  on  the  first  day  that  they  arrive.  It 


APPLICATION  OF  LAWS  37 

is  their  duty  to  help  the  permanently  assigned  functional 
foremen  to  get  their  work  into  shape  and  planned  ahead 
as  far  as  possible.  The  Flying  Squadron  can  then  be 
spared  for  other  work,  yet  be  available  in  case  of  emer- 
gency. In  starting  any  new  undertaking,  for  best  results 
a  larger  number  of  foremen  are  required  than  are  needed 
after  the  job  has  progressed. 

The  Flying  Squadron,  therefore,  is  valuable  at  the 
start  of  the  work  for  its  actual  services  as  well  as  for  teach- 
ing the  permanent  foremen  on  the  job. 

How  can  you  introduce  Scientific  Management  into 
an  organization  without  giving  the  business  a  jolt? 

By  beginning  at  those  places  where  the  savings  will 
be  immediate  and  where  changes  will  affect  the  entire 
establishment  least,  —  by  installing  it  first  where  it  affects 
the  work  of  one  man  only  at  a  time,  and  by  progres- 
sing at  that  speed  that  will  not  cause  a  jolt  to  the 
business. 

TIME  NECESSARY  TO  INSTALL  SCIENTIFIC  MANAGEMENT 
How  long  will  it  take  to  install  it  all? 

It  can  never  be  "all"  installed,  because  there  is  no  end 
to  it.  The  time  required  differs.  For  example,  the  Link- 
Belt  Company  spent  several  years  putting  Scientific  Man- 
agement into  their  works  at  Philadelphia,  while  they  were 
able  afterwards  to  put  the  same  system  into  their  West- 
ern shops  in  less  than  the  same  number  of  months. 

It  takes  much  longer  to  put  it  in  where  the  manage- 
ment itself  must  be  taught  than  where  there  is  a  Flying 
Squadron  ready  to  take  up  the  installation  of  each  function. 


38       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

In  construction  work,  is  not  the  job  nearly  completed 
before  Scientific  Management  can  be  installed? 

As  there  is  no  end  to  Scientific  Management,  it  can 
never  be  said  to  be  completely  installed.  In  construction 
work  much  benefit  can  be  obtained  immediately  —  greater 
speed,  better  quality,  and  lower  costs  of  production. 
From  the  very  nature  of  construction  work,  it  is  dif- 
ficult to  avoid  waste  under  any  plan  of  management, 
and  particularly  under  the  traditional  plan  of  manage- 
ment. It,  therefore,  offers  unusual  opportunities  for 
saving  through  Scientific  Management  installed  from 
the  first  day  by  the  Flying  Squadron. 

PRACTICABILITY  OF  SCIENTIFIC  MANAGEMENT 

Isn't  it  true  that  you  cannot  expect  to  get  all  of  the 
men,  in  fact  any  man,  to  use  all  of  the  prescribed  mo- 
tions and  only  the  prescribed  motions  in  any  one  day,  or 
day  after  day? 

It  is  quite  impossible  to  get  perfection  in  anything. 
However,  the  savings  in  motions,  due,  for  example,  to 
putting  the  bricks  on  a  packet  the  right  way  in  the  first 
place,  and  delivering  the  brick  to  the  bricklayer  exactly 
in  that  condition  and  position  that  will  make  it  easiest 
for  him  to  use  the  most  economical  motions,  together 
with  the  gang  boss  who  is  specially  trained  to  coach  the 
bricklayer  to  use  the  fewest,  most  economical,  and  most 
efficient  standard  motions,  will  result  in  an  extremely  high 
efficiency  which,  even  if  it  does  not  reach  the  100  per 
cent  mark,  is  nearer  to  it  daily. 


APPLICATION  OF  LAWS  39 


How  can  an  engineer  tell  with  a  stop  watch,  by 
timing  a  worker  for  a  few  hours  or  days,  how  much 
he  can  do  day  after  day  at  his  work,  and  how  can  the 
engineer  be  sure  that  the  worker  being  timed  is  not  using 
up  his  reserve  strength  ? 

He  cannot  be  sure  without  sufficiently  painstaking  in- 
vestigation. That  is  why  Dr.  Taylor  timed  men  for  long 
periods  before  he  found  his  laws  relating  to  quantities  of 
rest  required  for  overcoming  fatigue  without  calling  upon 
the  worker's  reserve  strength.  No  worker  has  ever  con- 
sidered that  he  must  actually  rest  two  whole  hours  in  a 
day,  yet  Dr.  Taylor  found  that  some  kinds  of  work  re- 
quired the  worker  to  rest  over  50  per  cent  of  his  entire  day. 

PURPOSE  OF  SCIENTIFIC  MANAGEMENT 

Is  it  not  true  that  under  the  Taylor  System  the  shop  or 
the  business  "  exists  first,  last,  and  all  the  time  for  the 
purpose  of  paying  dividends  to  its  owners  "  ? 

Yes,  and  that  is  also  true  about  shops  and  businesses 
under  any  and  all  other  forms  of  management.  With- 
out dividends  there  is  no  doubt  that  the  best  thing  to 
do  would  be  to  sell  off  the  machinery  before  it  was  all 
worn  out,  and  to  do  such  other  things  as  might  be  neces- 
sary to  get  back  the  capital  invested  before  it  was  lost. 

EXPENSE 

Must  one  "  go  the  whole  game  "  with  Scientific  Man- 
agement to  get  real  results  ? 

No.  Especially  is  this  true  in  the  small  concern  where 
there  are  not  enough  employees  to  warrant  the  installa- 


40       PRIMER  OF  SCIENTIFIC   MANAGEMENT 

tion  of  all  of  the  features  of  Scientific  Management. 
A  small  concern  can  use  many  of  the  features,  however, 
very  advantageously. 

Can  saving  be  made,  and  have  savings  been  made, 
from  the  first  day? 

Savings  by  use  of  Scientific  Management  can  undoubt- 
edly be  made  from  the  first  day.  Scientific  investiga- 
tions can  undoubtedly  be  made  that  will  pay  for  them- 
selves as  they  go  along ;  but  the  relation  of  the  saving  by 
Scientific  Management  to  the  expense  of  it  varies  at 
different  periods,  and  depends  upon  how  fast  Scientific 
Management  is  installed  and  upon  the  nature  of  the 
business. 

In  our  business,  we  can  show  hundreds  of  instances 
on  the  cost  records  of  substantial  decrease  in  costs,  in 
many  cases  of  costs  that  were  halved  as  fast  as  the  system 
was  installed. 

Is  it  not  necessary  to  wait  years  after  Scientific  Man- 
agement is  introduced  to  get  full  reduction  in  costs? 

Yes,  in  a  business  already  highly  systematized,  it  un- 
doubtedly will  require  from  2  to  4  years  to  get  the  full 
benefit  of  the  complete  introduction  of  Scientific  Man- 
agement. This  time  can  usually  be  reduced  when  there  is 
no  interference  from  those  who  oppose  through  ignorance. 

Does  not  Scientific  Management  occasion  a  large  out- 
lay for  equipment  and  machinery  ? 

The  purpose  of  Scientific  Management  is  not  the  in- 
stalling of  the  best  machinery,  although  the  best  machin- 


APPLICATION  OF  LAWS  41 

ery  is  of  course  desirable.     It  is  using  to  best  advantage 
the  machinery  available. 

Scientific  Management  aims,  primarily,  so  to  handle 
labor  with  the  existing  machinery  that  the  maximum 
prosperity  will  result  for  the  employer  and  for  all  em- 
ployees. But,  as  it  deals  largely  with  scientific  inves- 
tigation, it  discovers  laws,  and  points  out  the  economic 
advantages  of  new  devices  and  machines.  While  it 
makes  the  employee  more  efficient  and  the  management 
of  more  assistance  to  the  employees,  it  also  predetermines 
and  makes  inventions  in  machinery  as  well  as  methods 
almost  obvious.  Whether  or  not  additional  machinery 
and  equipment  is  acquired  is  not  a  vital  part  of  Scien- 
tific Management. 

Is  not  the  expense  burden  of  maintaining  the  planning 
department  equal  to  all  the  savings  that  it  can  make  ? 

Dr.  Taylor  answers  this  in  a  most  concise  manner  in 
paragraph  155  in  the  Transactions  of  the  American 
Society  of  Mechanical  Engineers,  Paper  1003  ("Shop 
Management,"  Harper  and  Brothers,  pp.  55-56) :  — 

"  At  first  view  the  running  of  a  planning  department, 
together  with  the  other  innovations,  would  appear  to  in- 
volve a  large  amount  of  additional  work  and  expense,  and 
the  most  natural  question  would  be  whether  the  increased 
efficiency  of  the  shop  more  than  offsets  this  outlay. 

"  It  must  be  borne  in  mind,  however,  that,  with  the  ex- 
ception of  the  study  of  unit  times,  there  is  hardly  a  single 
item  of  work  done  in  the  planning  department  which  is 
not  already  being  done  in  the  shop.  Establishing  a  plan- 
ning department  merely  concentrates  the  planning  and 
much  other  brain  work  in  a  few  men  especially  fitted  for 
their  task  and  trained  in  their  especial  lines,  instead  of 


42       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

having  it  done,  as  heretofore,  in  most  cases  by  high- 
priced  mechanics,  well  fitted  to  work  at  their  trades,  but 
poorly  trained  for  work  more  or  less  clerical  in  its  nature." 

Mr.  H.  L.  Gantt  says,  page  18,  in  "  Work,  Wages,  and 
Profits":— 

"A  scientific  investigation  into  the  details  of  a  con- 
dition that  has  grown  up  unassisted  by  science  has 
never  yet  failed  to  show  that  economies  and  improve- 
ments are  feasible  that  benefit  both  parties  to  an  extent 
unexpected  by  either." 

Is  not  Scientific  Time  Study  so  expensive  that  the 
average  job  cannot  afford  it? 

Scientific  Time  Study  does  not  all  have  to  be  done  on 
one  job.  There  are  certain  features  that  will  reduce 
costs  from  the  first  day  that  can  be  done  on  even  small 
jobs.  The  average  job,  even  the  small  job,  can  be  helped 
by  many  of  the  features  of  Scientific  Management;  and 
the  instruction  cards  of  previous  jobs  can  be  used  with 
great  economy  even  on  small  jobs. 

Why  are  so  many  more  inspectors  required  if  the  work 
is  done  better  under  Scientific  Management? 

Because  the  instruction  cards  call  for  a  definite  quality. 
They  do  not  call  for  having  the  "work  done  to  the  satis- 
faction" of  anybody.  The  extra  money  paid  to  the 
workers  under  Scientific  Management  is  contingent  upon 
the  prescribed  kind  of  quality  being  achieved. 

The  inspector  keeps  a  close  watch  of  work  under  Scien- 
tific Management.  It  is  his  duty  to  detect  mistakes  or 
lack  of  quality  before  much  damage  is  done.  As  an  ex- 
ample, suppose  a  workman  was  ordered  to  make  100  du- 


APPLICATION  OF  LAWS  43 

plicate  pieces  from  the  same  drawing.  The  inspector 
would  watch  the  first  piece  keenly  during  its  making  and 
would  pass  upon  the  first  unit  when  it  was  finished,  to 
make  sure  that  the  workman  understood  his  duties, 
and  what  was  expected  of  him,  and  also  that  the  quality 
of  the  work  was  right  in  every  particular. 

To  catch  mistakes  before  they  are  made  is  the  cheap- 
est way  to  get  the  right  results. 

Furthermore,  the  inspector  under  Scientific  Management 
not  only  inspects,  but  also  assists  and  instructs  the  work- 
men directly  instead  of  through  the  other  functional 
foremen. 

Isn't  there  a  larger  waste  from  spoiling  materials 
under  Scientific  Management? 

There  is  not,  because,  as  stated  elsewhere,  the  first 
functional  foreman  introduced  is  that  of  inspector.  The 
work  is  inspected  more  systematically  under  Scientific 
Management.  The  bonus  is  not  paid  unless  the  quality 
is  within  the  requirements  of  the  written  instruction 
card. 

The  method  of  inspection  under  traditional  management 
is  often  wasteful,  because  the  inspection  is  usually  done 
after  the  material  is  fabricated.  Under  Scientific  Manage- 
ment the  inspection  proceeds  as  does  the  work  itself.  In- 
asmuch as  the  gang  boss  gets  no  bonus  if  the  quality  is 
not  in  accordance  with  the  prescribed  quality,  he  has  a 
constant  incentive  to  play  at  team  work  with  the  work- 
man, i.e.  he  sees  that  the  workman  is  provided  with  tools 
and  surroundings  in  the  best  condition  to  make  the  pre- 
scribed quality.  It  is  a  matter  of  history  that  the  quality 


44       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

of  output  has  invariably  improved  by  the  introduction 
of  Scientific  Management. 

INDICATORS  OF  SUCCESSFUL  MANAGEMENT 
What  indicates  the  quality  of  the  Management? 

The  best  indicator  of  the  quality  of  the  management  is 
the  difference  between  the  customary  wages  given  for  a 
certain  kind  of  work  and  also  the  usual  costs  of  produc- 
tion for  that  kind  of  work  in  other  establishments,  com- 
pared with  the  wages  given  and  the  costs  of  production  in 
the  works  under  consideration;  or,  in  other  words,  the 
amount  that  the  wages  are  higher  and  the  amount  that  the 
costs  of  production  are  lower  than  usual,  indicate  the  quality 
of  management  —  other  qualities,  such  as  sanitary  condi- 
tions, being  as  good  or  better. 

t 

If  Scientific  Management  is  all  that  is  claimed  for  it, 
why  are  not  the  dividends  always  larger  than  in  any 
shop  where  there  is  no  Scientific  Management? 

They  would  be,  if  the  merit  and  quality  of  the  manage- 
ment were  the  one  determining  factor  in  profits  and  divi- 
dends. On  the  contrary,  business  judgment  as  to  what 
and  when  to  buy  and  where  to  sell,  good  salesmanship, 
and  ability  to  get  business  at  high  prices  are  often  of 
such  great  importance  that  dividends  can  be  paid  in  spite 
of  bad  management.  On  the  other  hand,  there  are  some 
cases  where  the  management  is  so  good  that  dividends 
can  be  paid  in  spite  of  bad  business  handling. 


CHAPTER  IV 
EFFECT  OF  SCIENTIFIC  MANAGEMENT  ON  THE  WORKER 

ACCIDENTS 

Does  Scientific  Management  insure  the  workman 
against  accidents? 

It  does  not  insure  him,  but  it  certainly  does  reduce 
the  number  of  accidents,  because  the  machines,  scaf- 
folds, works,  and  ways  are  made  and  maintained  in  the 
standard  condition  called  for  on  the  instruction  card, 
and  are  regularly  inspected  and  overhauled  as  directed, 
and  as  often  as  required,  by  the  written  orders  that  come 
regularly  from  the  Tickler  or  Reminder  File. 

Does  not  intensive  production  cause  rapid  depre- 
ciation of  machinery,  causing  bad  work  and  accidents 
and  injury  to  the  men? 

No,  because  the  desired  maintainable  standard  con- 
dition of  the  machinery  is  determined  by  the  planning 
department,  just  the  same  as  the  speed  at  which  it  is  to 
be  operated.  It  is  inspected,  cleaned  and  oiled,  and  re- 
paired at  stated  times,  whether  it  needs  it  or  not.  It 
must  be  kept  up  to  the  standard  condition,  or  the  worker 
cannot  get  the  big  outputs  called  for  in  order  to  get  his 
bonus. 

Therefore,  the  machinery  is  maintained  constantly  in 
such  a  condition  that  it  will  not  break  down  or  cause 

45 


46       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

accidents.  In  fact,  this  function  of  repairs  and  main- 
tenance at  prescribed  condition  is  assigned  to  a  func- 
tional foreman  specially  trained  to  look  after  this  work 
in  accordance  with  the  written  instructions  furnished 
by  the  planning  department. 

Does  not  a  bonus  scheme  cause  the  work  to  be  slighted 
and  result  in  accidents  to  those  who  work  under  such 
conditions? 

Yes,  it  does,  when  the  bonus  scheme  is  applied  under 
the  old  plans  of  management.  One  man  has  stated  that 
"  any  bonus  scheme  for  repairing  locomotives  should  be 
prohibited  by  laws;  because  when  so  many  lives  are 
dependent  upon  the  quality  of  repairs  on  a  locomotive, 
there  should  never  be  an  incentive  to  hurry  the  mechanic 
doing  the  repairs." 

Under  all  of  the  old  forms  of  " bonus  schemes"  this  is 
absolutely  true.  Dr.  Taylor  must  have  recognized  this 
and  all  other  perfectly  obvious  difficulties  of  manage- 
ment in  his  practice.  Dr.  Taylor  also  successfully  pro- 
vided for  overcoming  this  difficulty  in  a  most  logical 
and  efficient  manner,  as  follows:  — 

First,  he  analyzed  the  problem. 

Second,  he  broke  it  up  into  its  several  most  elementary 
subdivisions. 

Third,  he  applied  science  to  solving  the  problem  of  hand- 
ling each  subdivision  in  the  best  way. 

Fourth,  he  built  up,  by  and  with  the  advice  and  assistance 
of  the  best  workmen  and  engineers  obtainable,  a 
complete  new  process  synthetically. 

Fifth,  he  caused  to  be  put  in  writing  the  entire  process,  so 
that  it  could  be  used  forevermore,  with  all  the  ad- 


EFFECT  ON  THE  WORKER  47 

vantages  that  come  from  conserving  the  information 
of  how  to  do  a  thing  in  the  best  known  way. 

Sixth,  he  created  the  function  of  inspector,  with  duties  of 
constructive  criticism  and  not  destructive  criticism. 
He  made  it  the  duty  of  the  inspector  to  sign  a  sepa- 
rate paper,  stating  that  each  and  every  repair  had 
been  executed  precisely  in  accordance  with  the  de- 
manded quality  of  workmanship  —  no  better  and  no 
worse.  He  authorized  the  inspector  to  deal  directly 
with  the  workman  and  to  assist  him  to  achieve  the 
prescribed  quality  of  workmanship. 

Seventh,  he  required  the  foreman  to  sign  a  separate  piece 
of  paper  stating  the  length  of  time  required  to  com- 
plete the  job  in  the  prescribed  manner  according  to 
the  requirements  of  the  instruction  card,  as  certified 
to  in  writing  by  the  inspector. 

Eighth,  he  provided  that  if  the  workman  did  the  job 
exactly  as  prescribed,  and  certified  to  by  the  inspector, 
and  if  he  also  did  the  job  within  a  certain  time,  he  got 
a  bonus  —  otherwise  he  did  not. 

It  is  now  obvious  that  on  such  important  matters  as 
repairs  on  locomotives  the  Taylor  plan  is  the  most  effi- 
cient for  prevention  of  accidents.  In  our  own  experi- 
ence, we  have  found  that  Dr.  Taylor's  plan  is  of  great 
assistance  in  preventing  accidents ;  in  fact,  we  know  that 
it  is  the  one  simplest  and  most  efficient  method  of  pro- 
tecting the  workers  from  injury  and  loss  of  life. 

Dr.  Taylor's  plan  is  usually  discussed  from  the  stand- 
point of  reducing  costs,  raising  wages,  increasing 
speed  of  construction,  etc.;  but  if  it  had  no  other 
merit  than  its  great  benefits  in  eliminating  the  horrors 
and  wastes  due  to  the  injury  and  killing  of  human  beings, 
both  of  the  public  and  of  the  workers  themselves,  it  would 
have  warranted  the  fife  work  of  Dr.  Taylor  and  his  fol- 
lowers spent  in  the  creation  of  the  science. 


48       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

BRAIN 

How  can  you  expect  every  laborer  to  understand 
Scientific  Management  when  it  takes  an  engineer  so 
many  years  to  learn  it  ? 

•c— -/ 

The  laborer  does  not  understand  it,  nor  is  he  expected  to 
understand  it.  He  simply  understands  the  assistance 
he  receives  from  the  functional  foremen  in  learning 
how  to  do  his  work  more  efficiently.  He  recognizes 
that  he  gets  fairer  treatment  from  the  disciplinarian, 
higher  wages  from  the  time  and  cost  clerk,  and  much 
more  help  from  all  the  functional  foremen;  but  he  does 
not  always  learn  the  theories  of  Scientific  Management 
unless  he  is  ambitious  enough  specially  to  study  it  and  to 
follow  the  same  road  that  is  open  to  every  one  else. 

A  machinist  who  has  worked  under  Scientific  Manage- 
ment for  about  one  half  of  the  ten  years  of  his  experi- 
ence was  asked  how  he  liked  the  system.  His  reply  was 
that  he  didn't  know  much  about  the  system,  because  he 
"personally  did  not  come  in  contact  with  it."  He  fur- 
ther stated  that  about  all  he  knew  of  it  was  that  some- 
how it  enabled  him  to  earn  about  a  third  more  money  every 
week  of  his  life  and  that  he  had  never  been  treated  as 
well  in  any  other  establishment. 

How  long  will  it  take  any  man  to  learn  it? 

There  will  never  be  a  time  when  the  expert  will  not 
learn  more  about  it.  The  more  one  studies  Scientific 
Management  the  more  one  is  able  to  see  what  there  is  to 
learn,  and  the  more  experience  he  has  in  it  the  faster  he 
is  able  to  acquire  new  facts  about  it. 


EFFECT  ON  THE  WORKER  49 

At  the  present  time  it  is  considered  that  a  liberal  edu- 
cation, preferably  in  engineering,  followed  by  the  complete 
mastery  of  at  least  one  and  preferably  several  mechanical 
trades,  followed  by  four  to  six  years  of  the  closest  study 
of  the  practical  applications  of  the  laws  of  Scientific 
Management  in  several  widely  different  kinds  of  work, 
should  make  one  capable  of  installing  nearly  all  portions 
of  Scientific  Management  into  any  business.     In  other^ 
words,  with  the  same  quality  of  brains,  application,  study,  ; 
and  experience,  about  the  same  length  of  time  is  required  j 
as  to  become  a  skilled  surgeon.    The  surgeon,  however,  haa- 
the  advantage  of  having  at  his  disposal  a  tremendous 
amount  of  literature  on  his  subject  and  also  educational 
institutions.     These,  though  quite  as  desirable,  are  not 
in  existence   in  the  subject  of   management.     It   is   to 
be  hoped,  however,  that  this  condition  will  be  altered 
in  the  future  and  the  time  necessary  for  preparation  will 
be  greatly  reduced. 

Does  it  not  make  machines  out  of  men? 

Now,  this  question  is  usually  asked  in  just  this  form,  but  j|  V 
there  seems  to  be  a  great  difference  of  opinion  as  to  ex- 
actly what  the  questioner  means.  Is  a  good  boxer,  or 
fencer,  or  golf  player  a  machine?  Is  the  highly  trained 
soldier  at  bayonet  or  saber  drill  a  machine  ?  He  certainly 
approaches  closely  the  100  per  cent  mark  of  perfection  from 
the  standpoint  of  the  experts  in  motion  study.  It  is  not 
nearly  so  important  to  decide  whether  or  not  he  is  a 
machine  as  to  decide  whether  or  not  it  is  desirable  to 
have  a  man  trained  as  near  perfection  as  possible  in  ac- 
cordance with  that  method  that  expert  investigators, 


50       PRIMER   OF  SCIENTIFIC  MANAGEMENT 

working  in  harmony  with  the  best  actual  workers,  have 
decided  to  be  the  best  known  method  for  executing  a 
given  piece  of  work. 

"All-around  experience"  to-day  often  means  undue 
familiarity  with  many  wrong  methods,  and  "judgment" 
too  often  means  the  sad  memory  of  the  details  of  having 
done  the  work  in  several  inefficient  ways  with  a  memory 
good  enough  to  prevent  repeating  the  use  of  the  worst 
methods. 

It  is  the  aim  of  Scientific  Management  to  induce  men 
to  act  as  nearly  like  machines  as  possible,  so  far  as  doing 
the  work  in  the  one  best  way  that  has  been  discovered 
is  concerned.  After  the  worker  has  learned  that  best  way, 
he  will  have  a  starting  point  from  which  to  measure  any 
new  method  that  his  ingenuity  can  suggest.  But  until 
he  has  studied  and  mastered  the  standard  method,  he 
is  requested  not  to  start  a  debating  society  on  that 
subject.  Experience  has  shown  that,  with  the  best  men 
chosen  for  the  special  work  of  selecting  the  method  and 
planning  the  various  steps  in  the  processes,  —  these  men 
having  facilities  and  data  at  their  command  that  equip 
them  for  their  jobs,  —  their  way  will,  in  most  cases,  be 
better  than  that  of  the  worker  who  has  not  first  quali- 
fied on  their  way. 

Experience  has  also  shown  that,  whether  or  not  the 
men  may  be  called  machines,  they  fare  better  and  profit 
more  when  the  management  takes  the  time  to  have  a 
trained  planning  department,  cooperating  with  the  best 
workmen,  determining  every  step  in  the  process,  and 
every  motion  in  the  step,  and  the  effect  of  every 
variable  in  the  motion.  Then,  after  the  "machine"  has 


EFFECT  ON  THE  WORKER  51 

done  it  that  way,  —  in  the  time  allowed  for  the  way,  — 
the  "machine"  will  be  paid  unusually  high  wages  in  real 
money  for  any  suggestions  that  will  be  more  efficient. 
He  will  be  promoted  to  teach  the  others  his  new  accepted 
method.  If  he  continues  to  make  suggestions  for  better 
methods  than  those  of  the  planning  department,  he  will 
be  promoted  to  it.  The  line  of  promotion  continues 
still  higher;  in  fact,  this  " machine"  will  find  himself  at 
the  top,  if  the  measuring  methods  and  devices  show  him 
to  be  more  efficient  than  his  fellows,  for  Scientific  Manage- 
ment boosts  "machines"  for  efficiency,  not  for  their 
bluffs,  bulldozing,  or  snap  judgment. 

Doesn't  Scientific  Management  keep  the  worker  from 
being  an  all-around  mechanic  and  instead  make  him  a 
narrowly  trained  specialist? 

Perhaps  so.  Is  it  not  better  so?  When  there  is  so 
much  to  learn  about  such  a  simple  thing  as  transporting 
a  brick  from  the  street  to  its  final  resting  place,  it  is  not 
better  for  the  worker  to  have  100  per  cent  of  knowledge  on 
one  specialty  than  to  have  one  half  per  cent  of  his  total 
knowledge  on  each  of  200  different  ways  of  earning  a  living. 
In  all  the  great  professions,  specialization  is  the  order  of 
the  day. 

The  physician  and  surgeon  is  no  longer  also  the  dentist. 
The  dentist  no  longer  attempts  to  do  everything  hi  his 
profession,  except  in  remote  places.  He  specializes  in 
one  of  the  many  subdivisions  of  dentistry.  His  mechani- 
cal laboratory  work  certainly  requires  a  differently  trained 
expert  than  does  the  specialty  of  orthodontia  or  prophy- 
laxis 


\ 


52       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

There  is  so  much  to  learn  in  any  kind  of  work  that  the 
most  highly  specialized  worker  can  never  expect  to  learn 
it  all:  In  the  professions,  specialization  generally  means  in- 
creased standing,  usefulness,  and  earning  power.  Experi- 
ence has  proved  that  this  is  also  true  in  the  arts  and  trades. 

Dr.  Taylor  has  spent  years  investigating  the  compara- 
tively simple  art  of  shoveling,  and  he  has  said  that  even 
yet  he  has  not  learned  it  all.  In  case  any  one  feels  cramped 
by  narrow  overspecialization,  he  has  as  further  com- 
pensation the  fact  that,  if  he  has  learned  it  all,  his  brain  will 
be  in  such  rested  condition  at  the  close  of  the  working 
day  that  he  can  attend  some  night  manual  training  school, 
where  motion  study,  time  study,  and  standardization 
are  not  taught,  and  where  the  faculty  prove  nightly  that 
the  Taylor  plan  of  management,  as  a  practical  proposi- 
tion, is  not  worthy  of  his  consideration,  because  if  it  were 
they  would,  of  course,  teach  it. 

Perhaps  specialization  does  narrow  the  mechanic, 
from  the  viewpoint  of  some  people,  but  it  does  make  him 
a  highly  trained  expert  in  his  specialty. 

In  case  he  loses  his  job  under  Scientific  Management, 
is  he  not  too  highly  specialized  and  not  enough  of  an  all- 
around  mechanic  to  hold  a  job  anywhere  else  ? 

The  answer  is  "No."  For  he  has  been  taught  a  method 
of  attack  that  will  enable  him  to  use  to  advantage  all 
the  brains  he  has.  He  will  have  been  taught  all  economies 
from  motion  study.  That,  in  itself,  will  enable  him  to 
excel  quickly  those  workers  who  have  not  been  so  taught. 
He  will  have  been  taught  the  economies  resulting  from 
the  use  of  the  instruction  card. 


EFFECT  ON  THE  WORKER  53 

If  he  has  been  taught  to  a  point  where  he  has  been 
"overspecialized,"  then  he  surely  has  been  taught  habits 
of  work  that  will  enable  him  to  become  quickly  a  profit- 
able worker  at  any  new  work  that  he  may  undertake. 

Does  not  the  monotony  of  the  highly  specialized  sub- 
division of  work  cause  the  men  to  become  insane  ? 

No.  Until  one  has  worked  under  Scientific  Manage- 
ment, and  consequently  realizes  what  the  subdivisions 
mean,  one  cannot  realize  the  great  amount  of  knowl- 
edge that  it  is  possible  to  acquire  on  any  one  subdivi- 
sion of  any  one  trade.  For  example,  it  was  not  until 
after  we  devoted  years  to  the  study  of  the  motions  used  by 
several  mechanical  trades  that  we  discovered  that  with 
the  aid  of  a  few  devices  we  could  teach  an  apprentice  to 
lay  brick  faster  and  make  a  better  looking  and  stronger 
wall  than  could  an  experienced  journeyman  working  in 
the  old  manner. 

Further  study  shows  that  our  more  recent  investiga- 
tions cause  the  old  methods  of  bricklaying  to  be  obsolete, 
for  we  now  can  build  brick  walls  by  machinery,  at  a  lower 
cost,  with  no  question  as  to  filling  of  the  joints,  stronger, 
quicker,  and  drier,  and  by  the  same  methods  can  build 
any  kind  of  arches,  ornamental  work,  etc.,  as  cheaply  as 
straight  and  plain  brickwork  can  be  built  under  the  old 
method.  We  now  see  possibilities  of  improvement  under 
this  new  method  that  seem  to  have  no  end.  Yet,  gen- 
erally speaking,  is  not  the  subdivision  of  the  mason's 
trade,  brickwork,  considered  as  monotonous  as  any  kind 
of  work  ? 

A  few  years  ago  it  was  a  general  custom  all  over  Amer- 


54       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

ica,  and  is  still  in  remote  places,  for  a  "mason"  to  be  a 
stone  mason,  stone  cutter,  bricklayer,  plasterer,  and  cement 
worker.  Modern  conditions  have  reclassified  these  trades, 
so  that  even  the  subclasses  of  the  bricklayers  now  are 
divided  into  several  distinct  classes.  The  best  plasterers 
and  stone  masons  can  no  longer  compete  with  the  best 
bricklayer  on  brickwork.  The  plasterer's  trade  is  also 
subdivided,  although  not  as  much  as  it  will  be. 

To  the  man  who  has  no  leaning  toward  brain  work, 
there  is  an  ideal  place  provided  in  the  performing  de- 
partment. When  he  feels  that  his  work  there  is  monot- 
onous, there  are  three  opportunities  open  to  him  — 

(a)  He  may  join  the  planning  department. 

(6)  He  may  become  teacher  of  the  other  men  who  pre- 
fer the  so-called  monotonous  work,  relieved  of  all  respon- 
sibility except  to  do  their  work  as  called  for. 

(c)  He  can  plan  the  spending  of  the  extra  money 
that  will  be  in  his  pay  envelope  on  next  pay  day,  and 
can  consider  the  intellectual  stimulus  that  the  extra 
pay  will  purchase ;  for  when  work  is  so  highly  repetitive 
as  to  be  monotonous,  it  will  surely  enable  the  man  best 
fitted  for  that  work  to  earn  the  highest  wages  that  he  can 
ever  earn  at  any  vocation,  because  he  has  had  practice  at 
that  work  so  long  that  it  has  become  monotonous. 

No,  he  will  not  become  insane,  for  if  his  brain  is  of 
such  an  order  that  his  work  does  not  stimulate  it  to  its 
highest  degree,  then  he  will  be  promoted,  for  under  Scien- 
tific Management  each  man  is  specially  trained  to  occupy 
that  place  that  is  the  highest  that  he  is  capable,  mentally 
and  physically,  of  filling,  after  having  had  long  training 
by  the  best  teachers  procurable. 


EFFECT  ON  THE  WORKER  55 

Does  it  not  rest  a  man  to  use  different  motions  and 
doesn't  it  refresh  his  brain  to  do  the  work  in  a  different 
way  each  time  ? 

As  a  general  proposition,  it  does  not  refresh  a  worker 
to  use  different  motions.  When  it  does,  the  planning 
should  and  does  take  that  into  consideration  when  making 
out  the  instruction  card.  One  of  the  most  generally  recog- 
nized instances  of  this  is  the  bookkeeper's  standing  desk 
and  high  chair.  He  changes  from  sitting  to  standing  and 
vice  versa,  to  rest  and  refresh  himself ;  yet  the  motions 
of  work  are  identical  whether  standing  or  sitting.  That 
doing  work  the  same  way  requires  less  effort  than  doing  it 
it  a  new  way  is  so  well  recognized  that  a  condition  finally 
results  where  it  seems  as  if  the  fingers  could  do  the  work 
with  no  other  assistance  than  the  command  from  the 
brain  to  proceed.  This  condition  is  called  being  "fin- 
gerwise"  at  a  piece  of  work.  It  is  well  illustrated  by 
the  simple  process  of  "buttoning  a  button,"  an  act  most 
complicated  to  the  beginner. 

Different  motions  each  time  require  additional  effort, 
a  new  mental  process  and  a  complete  decision  with  the 
accompanying  extra  fatigue.  The  same  motions  each 
time  take  advantage  of  automaticity  of  motions,  which  is 
often  less  fatiguing  than  less  wasteful,  though  constantly 
differing,  motions. 

Does  not  the  old-fashioned  way  of  gaining  experience 
or  judgment  give  the  worker  a  training  that  he  would 
never  get  otherwise? 

Yes.  The  methods  of  Scientific  Management  will 
deprive  him  of  much  of  the  unnecessary  and  unproduc- 


56       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

tive  part  of  his  experience,  in  that  it  will  teach  him, 
in  the  quickest  way,  how  to  learn  the  most  efficient 
method.  If  he  gets  such  proper  training  first,  it  will 
provide  him  during  his  after  life  with  a  mental  and 
manual  equipment  that  will  serve  him  in  making  quick 
decisions  in  selecting  his  future  experience,  and  in  judging 
the  "  old  type  of  experience  "  wherever  he  encounters  it  later. 
"Experience  is  the  best  teacher "  is  as  meaningless  a 
proverb  as  "You  can't  teach  an  old  dog  new  tricks." 
When  the  best  experience  has  been  found,  measured,  and 
recognized,  it  should  be  made  standard,  —  written  down 
on  an  instruction  card.  In  this  form  it  can  be  depended 
upon  to  be  the  best  teacher,  for  it  will  transmit  the  in- 
formation and  experience  from  one  mechanic  to  another 
without  any  loss  in  transmission. 

CHANCE  FOR  A  SQUARE  DEAL 

How  can  any  one  think  it  fair  to  take  stop  watch  rec- 
ords on  the  very  best  man  obtainable  and  then  expect 
the  others  of  the  rank  and  file  to  keep  up  with  such 
records  ? 

Scientific  Management  does  not  expect  the  inefficient 
man  to  keep  up  with  the  first-class  man,  neither  does  it 
expect  a  dollar  watch  to  do  the  work  of  the  $300  watch. 
But  when  standards  are  created  they  must  be  founded  on 
the  work  of  the  best  man  procurable,  i.e.  they  must  be  a 
"100  per  cent  standard  man's"  records.  Then  all  due 
allowance  must  be  made  for  the  difference  in  quality 
between  the  record  of  the  standard  worker  and  the  worker 
who  is  actually  going  to  do  the  work. 


EFFECT,  ON  THE  WORKER  57 

The  poorer  quality  of  men  are  not  able  to  equal  the 
records  of  the  best  men,  but  the  analysis  of  data  will  show 
at  what  speed  each  man  should  work  for  the  best  combined 
results  of  output  and  health.  Obviously  it  would  add  too 
much  to  fixed  charges  to  take  time  study  on  each  man. 
The  present  method  is,  by  comparison,  cheaper  and  more 
just,  fair,  effective,  and  satisfactory. 

What  show  of  a  square  deal  has  a  worker  who  has 
from  ' '  one  to  eight  foremen  standing  over  him  at  the  same 
time,  applying  a  sort  of  industrial  Third  Degree  "  to 
make  him  conform  to  the  desired  standard  motions? 

This  question  has  nothing  to  do  with  Taylor's  plan  of 
management,  for  the  reason  that  each  foreman  helps  the 
worker  to  do  his  work  in  the  prescribed  manner ;  teaches 
him  the  standard  method,  and  how  to  use  the  least  fa- 
tiguing and  non-wasteful  motions.  Regardless  of  the  num- 
ber that  may  be  helping  him  at  once,  the  gang  bosses  have 
nothing  to  do  with  any  "third  degree"  nor  with  any  other 
form  of  discipline.  That  is  all  taken  care  of  by  an  un- 
prejudiced specialist  called  the  "disciplinarian,"  whose 
make-up  is  that  of  peacemaker  and  whose  duty  is  the 
furthering  of  the  square  deal. 

CHANCE  FOR  WORK 

When  Scientific  Management  is  in  full  operation,  can 
the  management  dispense  with  the  good  men? 

On  the  contrary,  under  Scientific  Management  even 
the  functional  foremen  are  expected  to  acquire  so  much 
more  knowledge  about  their  one  function  than  is  custom- 
ary under  the  traditional  plan  of  management  that  it 


58        PRIMER  OF  SCIENTIFIC  MANAGEMENT 

will  always  require  particularly  good  men  to  fill  their 
positions. 

The  men,  in  their  turn,  that  will  be  required,  on  account 
of  the  large  outputs  and  the  close  following  of  the  instruc- 
tion cards  demanded,  will  have  to  be  exceptionally  good 
men  of  their  class.  Every  man  will  be  expected  to  be  the 
best  obtainable  of  his  respective  class.  In  fact,  Scientific 
Management  goes  farthest  into  the  subject  of  selecting 
men  specially  fitted  for  their  work.  It  does,  however, 
demand  that  a  man  shall  have  a  great  deal  of  knowledge 
about  his  specialty  and  life  work,  rather  than  a  little 
knowledge  about  many  kinds  of  work. 

Not  only  does  Scientific  Management  require  good  men 
after  it  is  in  full  operation,  but  it  also  provides  for  definite 
promotion  to  retain  a  man  after  he  has  outgrown  his  job. 
As  Mr.  James  F.  Butterworth,  a  well-known  English  author- 
ity, summed  it  up  in  the  London  Standard  —  "Scientific 
Management  not  only  quickly  recognizes  the  first-class 
man,  but  attracts  other  first-class  men  to  share  in  the  bet- 
tered conditions." 

Granted  that  Scientific  Management  is  advantageous 
for  the  best  worker,  is  it  not  a  distinct  hardship  to 
the  mediocre  man? 

It  is  not,  because  first  of  all,  the  best  men  are  promoted 
out  of  competition  with  the  mediocre  man.  Furthermore, 
every  man,  including  the  mediocre  man,  is  taught  and 
promoted  to  fill  the  highest  place  that  he  is  by  nature 
and  special  training  able  to  occupy.  In  fact,  every 
man  is  taught  and  coached  and  helped  until  he  reaches 
an  earning  power  that  he  never  could  expect  under  the 


EFFECT  ON  THE  WORKER  59 

traditional  form  of  management.  The  average  man, 
having  been  taught  a  systematic  method  of  attack,  is 
better  prepared  to  handle  any  new  work  at  which  he  is 
put  than  he  ever  could  if  he  had  not  had  the  experience 
under  the  systematic  working  of  Scientific  Management. 

Does  not  Scientific  Management  eliminate  many  men, 
i.e.  actually  reduce  the  number  of  men  employed,  ac- 
cording to  Mr.  Taylor's  own  words? 

No,  because  the  management  is  enabled  to  handle  more 
men  and  thus  get  the  work  completed  quicker.  Further- 
more, while  it  is  true  that  on  any  one  part  of  the  work  the 
men  required  might  be  fewer,  it  is  also  true  that  the  method 
of  selection  itself  often  results  in  providing  the  men,  who 
are  eliminated  because  of  natural  unfitness,  with  work  for 
which  they  in  turn  are  much  better  fitted.  Actual  statis- 
tics show  that  there  has  never  been  a  case  where  the  total 
number  of  employees  has  remained  less  in  any  organization 
operating  under  Scientific  Management. 

What  would  happen  if  every  concern  suddenly  were 
able  to  do  its  work  with  one  third  of  its  present  number 
of  men  ? 

It  will  take  two  or  three  years  to  install  the  principal 
features  of  Scientific  Management  in  any  one  concern.  It 
would  take  a  lifetime  to  install  all  of  the  refinements  of 
Scientific  Management  now  recognized  and  determined. 
There  never  has  been  a  case  yet  where  the  business  being 
systematized  did  not  employ  a  total  of  more  men  the 
more  highly  it  was  systematized.  As  soon  as  the  work 
in  any  one  department  can  be  done  with  fewer  men,  the 


60       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

business  as  a  whole  becomes  so  successful  that  it  can 
underbid  its  competitors;  in  fact,  it  often  creates  a  market 
for  its  goods  and  then  requires  more  men  in  other  depart- 
ments. 

What  becomes  of  the  men  to-day  under  the  traditional 
plan  of  management  ? 

Under  this  old  plan,  often  the  efficient  instead  of  the 
inefficient  man  is  "weeded  out."  He  is  never  sure  of  his 
job,  because  usually  under  the  old  plan  there  is  no  ac- 
curate measuring  of  his  efficiency.  Where  there  is,  he 
very  often  has  made  a  low  record  of  output  because  of 
a  fault  of  the  management. 

Perhaps  in  some  " dependent  sequence,"  his  work  has 
been  held  up  by  failure  of  the  management  to  supply  him 
something;  for  example,  the  carpenter  cannot  lay  the  floor 
if  he  is  not  supplied  with  nails.  The  shoveler's  output 
might  be  low  because  he  had  not  been  furnished  with 
shovels  that  would  permit  of  21J^  pounds  of  material 
on  the  shovel  regardless  of  the  change  in  the  kind  of  ma- 
terials shoveled. 

"  By  those  who  have  grasped  this  fact  it  is  universally 
held  that  increased  production  due  to  efficiency  of  labor 
accrues  very  largely  to  the  laborers  themselves."  ("Eco- 
nomics," by  Arthur  Twining  Hadley.) 

What  happens  to  unskilled  labor  under  Scientific 
Management? 

Under  Scientific  Management  there  is  no  unskilled 
labor;  or,  at  least,  labor  does  not  remain  unskilled. 
Unskilled  labor  is  taught  the  best  method  obtainable,  and 


EFFECT  ON  THE  WORKER  61 

is  provided  with  a  corps  of  teachers  whose  duty  it  is  to 
assist  the  laborers  to  become  highly  skilled  in  that  art  or 
trade  at  which  they  work. 

Furthermore,  the  men  are  promoted  as  fast  as  they  are 
fitted  to  be  promoted,  and  are  specially  taught  to  fill 
places  commanding  higher  wages  even  while  they  are 
taught.  No  labor  is  unskilled  after  it  is  taught. 

Will  not  Scientific  Management  result  in  putting  un- 
skilled laborers  at  mechanics9  work? 

Not  while  they  are  unskilled.  It  is  a  part  of  the  system 
to  train  all  men  to  perform  the  highest  class  of  work  which 
they  are  mentally  and  physically  able  to  perform.  It  in 
no  way,  however,  contemplates  the  superseding  of  mechan- 
ics; which,  of  course,  would  be  bad  for  the  mechanics. 
The  mechanics  need  have  no  fear  from  that  source ;  in 
fact,  Scientific  Management  plans  for  and  entails  so  high 
a  degree  of  perfection  that  the  one  greatest  difficulty  it 
encounters  is  to  secure  mechanics  of  sufficient  intelligence, 
training,  and  expertness  to  carry  out  its  plan.  It  does 
not  concur,  however,  with  the  once  general  belief  and 
principle  that  a  locomotive  driver  should  also  be  an  expert 
machinist  who  could  build  as  well  as  run  a  locomotive. 

Is  it  not  specially  hard  on  the  "  weaker  brothers  "? 

Yes,  if  "weaker  brothers  •'  means  unwilling  incompe- 
tents. These,  Scientific  Management  discards,  as  does  every 
other  form  of  management,  as  fast  as  they  can  be  detected. 
Any  body  of  workers  who,  by  purposely  hiding  the  "weaker 
brother"  in  the  gang,  thereby  make  it  difficult  and  some- 
times impossible  for  the  old-fashioned  management  to 


62       PRIMER   OF  SCIENTIFIC  MANAGEMENT 

detect  the  weaker  brother,  is  paying  for  his  support  out 
of  the  pockets  of  the  strong.  If  this  is  so,  why  not  measure 
his  ability,  pay  him  accurately  what  he  is  worth,  pay 
the  strong  ones  accordingly,  and  let  the  strong  pay 
him  what  extra  amount  they  desire  to  contribute  on  ac- 
count of  his  weakness  ?  Meanwhile,  perhaps,  he  could  be 
taught,  or  put  on  work  where  he  would  be  more  efficient. 

Oftentimes  a  worker  is  inefficient  because  he  is  naturally 
unfitted  for  his  chosen  work  by  reason  of  natural  slowness 
of  successive  action  or  poor  ability  for  retention  in  memory 
of  spoken  words.  Those  workers  with  high  personal  coef- 
ficient, where  the  inward  end  organ  most  used  in  the  work 
is  the  eye,  as  in  the  work  of  proofreading,  are  often  the 
fastest  workers  when  changed  to  such  work,  for  example, 
as  short-hand,  where  the  impressions  on  the  brain  are 
taken  in  at  the  ear.  , 

Again,  the  measuring  devices  of  Scientific  Management 
often  discover  that  the  "weaker  brother/'  or  the  inefficient 
sister,  is  really  a  square  peg  in  a  round  hole.  While  all 
kinds  of  management  endeavor  to  discard  the  inferior 
workers,  Scientific  Management  is  the  one  plan  that 
makes  definite  and  systematic  effort  to  promote  each 
worker  to  the  highest  notch  he  is  capable  of  in  his  chosen 
life  work.  It  tries  to  place  each  worker  where  scientific 
investigation  and  analysis  of  his  individual  peculiarities 
indicate  that  he  will  be  most  efficient. 

Volumes  could  be  written  about  the  worker  who  is  in 
the  wrong  life  work,  for  which  he  is  by  nature  totally 
unfitted.  The  recognition  of  this  fact  is  the  cause  for  the 
interest  in  vocational  guidance  throughout  the  country. 

We  believe  that  one  great  benefit  derived  from  Scientific 


EFFECT  ON  THE  WORKER  63 

Management  will  be  the  utilization  of  its  data  for  assisting 
young  men  and  women  in  determining  the  life  work  for 
which  their  particular  faculties  will  enable  them  to  be  most 
efficient.  Scientific  Management  endeavors  to  discover 
for  workers,  before  they  go  to  work,  that  work  to  which 
they  are  best  adapted.  In  fact,  the  selection  of  the  worker 
is  an  act  of  great  importance  under  Scientific  Management, 
and  is  one  on  which  great  stress  is  laid. 

Scientific  Management  also  tries  to  discard  no  man  who 
has  been  tried  out  and  partially  taught.  It  attempts  to 
place  him  to  better  advantage  to  himself  and  also  to  the 
management. 

What  happens  to  the  inefficient  worker?  Is  he  not 
thrown  out  upon  the  labor  market? 

There  are  several  things  that  may  happen  to  him. 
(a)  He  may  be  taught  so  that  he  becomes  extremely 
efficient. 

(6)  His  efficiency  will  be  increased,  whatever  it  is.  ' 

(c)  He  may  be  placed  at  a  kind  of  work  for  which  he  is 
better  fitted. 

(d)  He  may  be  placed  on  that  portion  of  the  work  that 
has  not  been  systematized.    There  has  never  been  a  c^se 
where  the  Taylor  System  caused  a  large  number  of  un- 
employed. 

Doesn't  the  Taylor  System  really  plan  to  eliminate 
the  hopelessly  inefficient  man? 

Yes,  and  so  does  every  other  plan  of  management. 
The  other  plans  are  not  fair  in  that  they  do  not  always 
determine  which  are  the  really  inefficient,  but  leave  it  to 
an  overworked,  busy,  uninformed,  prejudiced  foreman  or 


64       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

employer;  while  under  the  Taylor  System  the  man  is 
taught,  shifted,  and  taught  again,  until  he  is  placed  at  that 
work  at  which  he  is  most  efficient,  and  tried  and  tried  un- 
til he  has  demonstrated  his  entire  unfitness.  Meantime, 
while  he  may  not  have  been  able  to  earn  the  maxi- 
mum wages,  he  will  have  earned  much  higher  wages  than 
he  could  earn  anywhere  else  on  similar  work  under  the  old 
form  of  management. 

HEALTH 

What  regard  has  this  System  for  the  physical  welfare 
of  the  men  ?  Does  not  this  System  call  upon  the  reserve 
force  of  the  worker,  and  thus  wear  him  out  before  his  time  ? 

This  question  is  answered  at  length  by  Mr.  C.  A.  E. 
Winslow,  Associate  Professor  of  Biology,  College  of  the 
City  of  New  York,  and  Curator  of  Public  Health,  Ameri- 
can Museum  of  Natural  History,  New  York,  in  an  intensely 
interesting  paper  read  before  the  Congress  of  Technology 
on  the  fiftieth  anniversary  of  the  granting  of  the  charter 
of  the  Massachusetts  Institute  of  Technology.  Profes- 
sor Winslow  states  in  the  closing  paragraph :  — 

"  The  cleanliness  of  the  factory,  the  purity  of  the  drink- 
ing water,  the  quality  of  lighting,  the  sanitary  provisions, 
and  a  dozen  other  points  will  suggest  themselves  to  the 
skilled  investigator  when  on  the  ground.  He  may  find  in 
many  of  these  directions  economic  methods  by  which 
efficiency  may  be  promoted. " 

Have  observations  ever  been  made  on  any  one  man 
long  enough  to  determine  if  Scientific  Management 
benefits  him  ? 

Yes,  and  on  hundreds  of  men.  A  visit  to  the  Tabor 
Manufacturing  Co.,  the  Link-Belt  Co.,  and  the  J.  M. 


EFFECT  ON  THE  WORKER  65 

Dodge  Co.  will  convince  any  one  who  looks  the  employees 
over.  There  one  finds  that  the  men  are  happier,  healthier, 
better  paid,  and  in  better  condition  every  way  than  the 
men  found  in  similar  work  in  that  vicinity.  These  places 
above  named  are  among  the  shops  where  Scientific  Man- 
agement in  its  highest  form  has  been  in  operation  the 
longest  time. 

Does  not  the  "  speed  boss  "  speed  up  the  men  to  a 
point  that  is  injurious  to  their  health? 

"Speed  boss,"  like  "task,"  is  an  unfortunate  name,  but, 
as  Mr.  James  M.  Dodge  has  said,  the  word  "task"  will 
probably  have  to  be  used  until  a  word  that  is  more  de- 
scriptive can  be  substituted  for  it. 

The  same  thing  is  true  of  "speed  boss."  We  have 
heard  one  orator  state  that  "the  speed  boss  is  the  man 
who  drives  the  slaves."  He  is  right  if  you  call  the  ma- 
chines the  slaves,  for  the  "speed  boss"  does  not  tell  the 
men  how  fast  they  shall  make  their  motions.  He  does, 
however,  tell  the  men  at  what  speeds  their  machines 
shall  run.  He  does  not  drive  the  men  at  all.  He 
is  their  servant.  WTien  they  cannot  make  the  ma- 
chines work  at  the  speed  called  for  on  the  instruction 
card,  it  is  up  to  him  to  do  it,  then  to  teach  them, 
or  else  to  report  to  the  planning  department  that  he  can- 
not, and  then  its  members  must  show  and  help  him. 
Under  the  traditional  plan  of  management,  swearing  at  a 
man  is  supposed  to  make  him  work  faster,  for  the  time 
being  at  least.  The  speed  boss's  job  is  to  swear  at  the 
machine  if  he  wants  to,  but  he  must  attain  the  speed  called 
for,  no  faster  and  no  slower,  or  he  does  not  earn  his  bonus. 


66       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Under  the  old  form  of  management  it  sometimes  hap- 
pens that  the  foreman  gets  so  angry  at  the  machine  that 
he  discharges  the  operator,  but  the  speed  boss  can  not 
do  this  under  Scientific  Management.  All  cases  of  dis- 
charge must  be  handled  by  a  trained,  quiet  disciplinarian, 
who  disciplines  the  operator,  the  speed  boss,  and  any  one 
else  who  needs  it,  even  the  superintendent  himself.  This, 
in  itself,  is  so  unusual  that  in  many  cases  the  average 
workman  cannot  understand  how  it  is  that  he  is  being 
treated  so  fairly. 

As  a  general  practice,  do  the  people  want  a  standard 
of  efficiency  so  high  that  it  requires  a  stop  watch  to  get 
"the  last  drop  of  blood"? 

There  is  no  "last  drop  of  blood"  about  it !  The  stop 
watch  is  a  measuring  device  that  has  no  more  to  do  with 
making  men  work  than  it  has  when  used  by  a  physician 
to  determine  at  what  rate  the  pulse  is  beating.  The  stop 
watch  is  used  to  determine  the  correct  time  necessary  for 
doing  a  certain  piece  of  work,  and  to  determine  how 
much  the  worker  should  rest  in  order  to  achieve  and 
maintain  his  best  physical  and  mental  condition. 

It  must  be  admitted,  even  by  those  who  do  not  under- 
stand Scientific  Management,  that  there  is  some  rate  of 
speed  which  is  the  correct  speed  at  which  the  individual 
worker  should  work,  and  that  this  speed  varies  according 
to  the  man  —  his  birth,  education,  training,  health,  and 
condition. 

This  correct  speed  is  not  the  speed  at  which  he  would 
like  to  work  if  he  were  just  naturally  lazy,  but  it  is  the 
best  speed  at  which  he  can  work  day  after  day,  month 


EFFECT  ON  THE  WORKER  67 

after  month,  and,  if  he  has  reached  the  zenith  of  his  pro- 
motion, then  also  year  after  year,  and  thrive,  and  con- 
tinually improve  in  health. 

The  stop  watch  must  be  used  to  insure  that  the  in- 
struction card,  the  output,  the  percentage  of  rest  for 
overcoming  fatigue,  and  the  pay  shall  be  based  upon 
that  exact  speed. 

Taylor  has  found,  by  use  of  the  stop  watch  and  by 
timing  thousands  of  cases,  that  some  work  requires  that 
a  man  shall  actually  rest  over  50  per  cent  of  the  entire 
day,  and  that  practically  all  work  requires  more  than  12  J^ 
per  cent  rest.  Now,  that  is  one  hour  in  an  eight-hour 
day,  and  it  does  not  sound  nearly  as  much  like  "  taking  the 
last  drop  of  blood"  as  does  the  old  method  of  manage- 
ment, under  which,  if  the  manager  heard  that  the  man 
rested  one  half  hour  every  day,  he  saw  to  it  that  the  man 
was  discharged. 

Wherein  does  it  cost  the  employer  anything  to  lose 
a  worker  by  wearing  him  out  ? 

It  takes  time  and  costs  money  to  specially  train 
him,  and  old  workers  are  therefore  usually  the  most 
desirable. 

INITIATIVE 

What  has  Scientific  Management  to  take  the  place 
of  the  ingenious  man? 

It  has  nothing  "to  take  the  place  of  the  ingenious 
man."  It  does  not  supplant  him.  On  the  contrary,  it 
furnishes  a  specially  equipped  planning  department  to  help 
him  to  further  and  conserve  systematically  his  ingenuity. 


68       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

This  department  works  out  problems  of  improvement 
of  methods  and  conditions. 

Such  a  department  puts  the  services  of  the  ingenious 
man  and  the  inventor  on  a  business  basis  and  provides 
measuring  devices  and  methods  for  determining  the 
numerical  measure  of  the  efficiency  of  the  new  methods 
as  compared  with  the  old. 

Does  not  the  management  lose  the  initiative  and  the 
bright  ideas  of  its  ingenious  employees  when  they  are 
obliged  to  follow  implicitly  the  detailed  written  orders 
of  the  instruction  card  ? 

No.  On  the  contrary,  there  is  a  special  department 
for  the  employment  of  those  men  whose  make-up  and 
training  specially  fit  them  to  make  the  most  numerous 
and  most  valuable  suggestions  for  improvements. 

The  value  of  the  ingenious  suggestions  of  the  workmen  is 
specially  recognized  and  provided  for  by  Scientific  Manage- 
ment. Not  only  is  a  department  created  and  maintained 
for  fostering,  conserving,  and  specially  inventing  such 
forms  of  improvement,  but  also  a  cash  prize  system  is  in 
operation  for  further  obtaining  the  suggestions  of  those 
workmen  who  are  outside  the  regular  planning  department. 

It  is  seldom  appreciated  by  the  layman  that  the  only 
inventions  and  improvements  that  are  not  wanted  are 
those  that  are  offered  by  the  employee  before  he  has 
first  qualified  on  the  standard  method  of  procedure  in 
accordance  with  the  much  tried  out  instruction  card. 

The  condition  precedent  to  an  audience  for  offering 
a  suggestion  for  an  improvement  is  to  have  proved  that 
the  suggestor  knows  the  standard  method,  and  can  do 


EFFECT  ON  THE  WORKER  69 

the  work  in  the  standard  way  of  standard  quality  in  the 
standard  time.  Having  thus  qualified,  he  is  in  a  position 
to  know  whether  or  not  his  new  suggestion  is  a  real 
improvement. 

Scientific  Management  offers  the  first  standard  method 
of  obtaining  high  efficiency  from  those  best  qualified  to 
invent  and  to  make  new  methods.  The  ingenious  em- 
ployee is  specially  protected,  assisted,  and  encouraged. 

Does  not  standardization  dwarf,  wither,  and  preclude 
innovation  and  improvement  ? 

On  the  contrary,  standardization  offers  a  base  line 
from  which  we  can  measure  efficiency.  Inasmuch  as 
the  value  of  the  entire  scheme  of  scientific  manage- 
ment hangs  on  time  study,  much  time  study  must, 
therefore,  be  taken  and  used.  This  consumes  time  and 
costs  much  money.  The  fewer  the  standards  the  less 
quantity  of  time  study  need  be  taken. 

Therefore,  for  the  best  net  results,  a  few  well-chosen, 
first-class  standards  are  much  to  be  preferred  to  many 
ill-chosen  imperfect  standards. 

Standardization  enables,  and  offers  a  constant  incen- 
tive to,  employees  to  try  for  better  standards,  not  only 
for  the  joy  of  achieving,  but  also  for  the  money  reward 
that  comes  from  making  a  better  standard.  The  history 
of  Scientific  Management  shows  greater  improvement 
under  it  than  under  any  other  plan. 

When  a  man  is  paid  under  the  day  work  plan  for  his 
time  instead  of  for  the  quantity  of  output  of  prescribed 
quality,  there  is  little  to  cause  him  to  devise  new 
methods  or  ways  to  increase  his  efficiency  or  productivity. 


70       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

On  the  other  hand,  under  Scientific  Management  he 
being  paid  for  his  productivity,  there  is  every  incentive 
to  do  all  that  he  can,  —  to  hi  vent  new  ways,  less  waste- 
ful ways,  and  to  keep  himself  in  the  best  physical  con- 
dition to  work. 

What  is  there  in  it  for  the  workman  who  makes  the 
suggestion? 

There  are  various  rewards  for  accepted  suggestions: 
sometimes  cash;  sometimes  promotion  to  teacher  or 
gang  boss;  sometimes  the  saving  that  the  suggestion 
makes  for  a  definite  period  of  time;  or  a  combination  of 
the  above  accompanied  by  the  recognition  of  having  the 
accepted  new  tool  or  method  named  after  the  suggestor, 

INSTRUCTION 

Do  not  men  dislike  to  be  taught  by  teachers  from  out- 
side? 

Sometimes  they  do  dislike  it  at  first,  but  they  usually 
like  obtaining  additional  information  about  their  life 
work,  regardless  from  what  source  it  comes. 

Furthermore,  the  teaching  usually  comes  mostly  from 
the  men  who  have  been  selected  from  their  own  number. 
The  extra  money  that  the  teachers  get  is  an  added  in- 
centive to  them  to  learn,  earn  more  while  learning,  and 
thus  be  better  fitted  for  promotion  to  the  position  of 
teacher. 

Don't  the  workers  think  they  "  know  it  all "  to  start 
with? 

Many  mechanics  believe  that  the  best  workmen  of 
their  trade  do  know  nearly  all  that  is  worth  knowing 


EFFECT  ON  THE  WORKER  71 

about  their  trade,  but  the  unit  cost  columns  and  other 
devices  for  measuring  efficiency  soon  shows  them  that 
"the  way  we  have  always  done  it"  can  usually  be  im- 
proved upon. 

Do  the  men  really  benefit  much  by  the  teaching,  or 
does  not  the  benefit  all  go  to  the  employer? 

In  re  teaching,  Mr.  William  Dana  Orcutt  says:  — 

"The  ambitious  workman  of  the  past  has  sought  to  ad- 
vance himself  by  attending  night  school,  and  in  other  ways 
which  are  a  strain  upon  the  time  which  he  requires  for 
rest  and  recreation.  Scientific  Management  gives  him 
this  opportunity,  under  the  most  skillful  instructors,  while 
actually  employed  in  his  day's  labors,  fitting  him,  at  the 
expense  of  the  concern  which  employs  him,  to  become 
qualified  to  earn  higher  wages  from  the  very  source  which 
gives  him  his  education." 

What  incentive  has  the  teacher  to  see  that  the  workers 
are  properly  trained  ? 

The  teacher's  promotion  depends  on  his  success  in 
getting  results  from  the  workers  under  his  instruction. 

He  also  gets  a  bonus  every  time  that  a  worker  gets  a 
bonus  and  a  second  or  double  bonus  every  time  that 
every  worker  in  his  entire  gang  gets  a  bonus. 

Does  not  Scientific  Management  do  away  with  the 
old  "journeyman"  idea,  and  is  not  that  of  itself  a  dis- 
tinct disadvantage  to  the  men? 

It  does  sometimes  do  away  with  the  "old  journeyman 
idea"  in  many  ways,  especially  with  several  of  its  waste- 
ful aspects.  It  does  away  with  teaching  the  apprentice 
by  word  of  mouth  by  the  traditionally  taught  journey- 


72       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

man,  who  has  no  idea  of  pedagogy.  It  does  away  with 
taking  advantage  of  an  apprentice  for  a  certain  definite 
number  of  years,  just  because  he  is  an  apprentice.  It 
pays  the  apprentice  in  accordance  with  the  quality  and 
quantity  of  his  output,  instead  of  paying  him  a  boy's 
wages  even  when  he  does  a  man's  quantity  of  work. 

It  does  away  with  the  infamous  and  common  practice 
of  limiting  the  age  at  which  an  apprentice  may  start 
to  learn  his  trade.  It  recognizes  no  such  rule  as  that  a 
boy  shall  not  begin  to  lay  brick  after  he  is  eighteen  and 
shall  not  be  out  of  his  time  before  he  is  twenty-one,  re- 
gardless of  how  expert  he  may  be.  It  accords  no  special 
favors  to  any  boy  because  his  father  was  of  the  trade  at 
which  the  boy  works. 

It  substitutes  for  all  this  a  square  deal  and  a  more 
efficient  method  of  teaching  the  trade  to  a  boy.  It 
enables  him  to  learn  faster,  to  learn  the  science  of  his 
trade,  to  learn  the  best  method  that  science  can  devise. 
It  furnishes  specially  taught  teachers  to  give  "post- 
journeyman  instruction"  to  even  its  best  men.  It  makes 
available  for  use  as  a  wage-earning  device  all  of  the  ex- 
pert knowledge  that  constant  investigation,  analysis,  and 
study  can  devise,  collect,  and  conserve. 

Does  not  the  paying  of  the  bonus  to  the  foreman  make 
him  help  the  best  workers  and  let  the  poorer  workers 
shift  for  themselves  ? 

He  must  also  help  the  poor  workers  or  he  does  not  get  his 
second  bonus,  as  the  task  set  is  achievable  by  any  per- 
sistent worker.  As  the  records  of  the  foremen's  gangs 
are  watched  by  the  superintendent,  any  foreman  who 


EFFECT  ON  THE  WORKER  73 

does  not  teach  all  of  his  men  so  that  they  all  can  attain 
their  task  would  not  last  long  at  his  job. 

LEISURE  OR  REST 

Granted  that  workers  "  soldier,"  what  is  the 
harm?  Does  not  that  rest  them? 

A  certain  percentage  of  rest  is  necessary  for  the  workers. 
It  is  absolutely  required  for  their  health.  Under  Scien- 
tific Management  the  amount  of  rest  is  determined  sci- 
entifically; it  is  not  guessed.  The  men  are  required  to 
rest.  On  our  own  work  we  have  demonstrated  that 
regular  enforced  rest  periods  have  invariably  resulted 
in  reduced  costs  of  production.  Soldiering  is  a  case  of 
making  believe  that  outputs  are  produced  when  they 
are  not.  It  is  the  worst  form  of  cheating  that  there  is. 
It  often  makes  men  work  as  hard  in  pretending  to  work 
as  they  would  in  actually  producing  output.  Soldiering 
results  in  lower  wages  to  the  workers  and  in  a  business 
decline  to  the  community. 

LIFE,  LIBERTY,  AND  THE  PURSUIT  OF  HAPPINESS 

Does  not  Scientific  Management  interfere  with  the 
workman's  personal  liberty? 

If  by  that  is  meant  the  privilege  of  doing  the  work  any 
way  he  chooses,  or  by  any  method,  or  on  a  standard  of 
quality  other  than  that  prescribed,  the  answer  is  cer- 
tainly "yes."  But  in  every  other  respect,  "no."  His 
freedom  from  petty  graft  and  holdup,  and  the  protec- 
tion and  square  deal  offered  him,  give  him  more  net  lib- 
erty than  he  receives  under  any  other  plan  of  management. 


74       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Does  not  the  forcing  of  the  workmen  to  use  the  speci- 
fied motions  of  the  System  only,  from  the  time  they  arrive 
in  the  morning  until  they  leave  at  night,  take  away  their 
liberty  and  enforce  slavery  conditions  upon  the  workers  ? 

It  has  never  been  contemplated  to  prescribe  each  and 
every  motion  from  the  time  of  arrival  to  the  time  of 
departure  in  a  mill  or  on  a  job  any  more  than  on  a 
golf  course  or  a  baseball  field.  It  is,  however,  hoped 
and  expected  that  those  motions  that  are  of  no  use 
will  be  eliminated  as  far  as  possible,  and  that  the 
motions  used  will  be  limited  as  far  as  possible  to  those 
that  produce  output  or  cause  restful  exercise.  Surely 
no  thinking  man  wants  the  work  so  arranged  that 
the  worker  makes  useless  motions,  —  useless  either  to 
himself  or  to  his  employer. 

Go  to  any  library  or  sporting  goods  store,  and  you  can 
obtain  many  books  with  copious  illustrations  reproduced 
from  photographs  to  illustrate  how  to  make  the  exact 
motions  for  the  greatest  efficiency  in  many  different  kinds 
of  sports.  But  in  how  many  trades  can  similar  books 
be  found?  The  best  example  to  date  of  applying  the 
motion  studies  of  the  arts  of  war  to  the  arts  of  peace  can 
be  seen  in  Dr.  Taylor's  book  "On  the  Art  of  Cutting 
Metals."  In  this  he  shows  photographs  of  the  stages  in 
forging  and  sharpening  metal  cutting  tools.1 

Is  it  slavery  to  insist  that  a  column  of  the  same  figures 
shall  always  be  added  up  to  the  same  total  ? 

It  seems  reasonable,  for  the  greatest  efficiency  and 
earning  power,  that  each  workman  should  be  taught  the 

1  See  also  "  Bricklaying  System,"  M.  C.  Clark  &  Co.,  Chicago,  and 
"  Motion  Study,"  D.  Van  Nostrand,  New  York. 


EFFECT  ON  THE  WORKER  75 

exact  prescribed  motions  that  have  been  found  to  be  the 
most  productive,  the  least  fatiguing,  and  the  least  waste- 
ful. There  is  more  to  the  benefits  of  teaching  the  exact 
motions  than  is  commonly  appreciated  by  the  layman. 

The  advantage  in  speed,  productivity,  and  ease  of 
performance  that  come  from  habits  of  exactly  the  same 
sequence  of  motions  and  the  absence  of  the  mental 
process  of  making  a  complete  decision  for  each  motion 
cannot  be  appreciated  by  any  one  who  has  not  made 
this  subject  a  life  study.  The  saving  from  this  feature  is 
a  large  one.  For  the  best  results,  the  best  sequence 
of  the  best  motions  should  be  taught  first,  —  taught  and 
insisted  upon  until  that  sequence  of  those  motions  has 
become  a  fixed  habit.  Necessary  and  advisable  deviations 
from  this  sequence  will  take  care  of  themselves  thereafter. 

A  book  could  be  written  on  the  advantages  of  teach- 
ing the  right  motions  before  insisting  upon  perfection  in 
the  product  manufactured.  In  other  words,  Scientific 
Management  insists  that  the  novice  shall  use  certain  mo- 
tions in  a  certain  sequence  until  he  can  execute  the  work 
I  in  the  standard  way,  for  the  gains  made  by  this  process 
more  than  pay  later  for  any  cost  of  the  time  of  the  skilled 
worker  going  over  and  fixing  up  the  first  work  of  the  un- 
skilled worker.  The  ancient  belief  that  a  worker  should 
do  his  work  of  right  quality  of  output  first,  and  fast  after- 
ward is  wholly  wrong.  He  should  do  his  work  with  the 
right  motions  first,  and  either  he  or  some  one  else  should 
afterwards  correct  his  work,  or  else  throw  it  away,  until 
he  has  formed  habits  of  the  correct  motions.  This  method 
not  only  teaches  him  much  quicker,  but  it  also  makes 
him  much  more  efficient  his  whole  lifetime. 


76       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

I  have  never  known  a  mechanic  who  had  been  taught 
the  right  motions  who  did  not  pity  those  who  had  not. 
Those  who  have  only  an  academic  knowledge  of  per- 
spiration as  a  means  of  earning  a  livelihood  should  be 
comforted  by  the  knowledge  that  the  "  slave  of  motion 
supervision  "  will  have  a  pay  envelope  of  much  greater 
purchasing  power  to  compensate  him  for  his  "slavery." 

Does  not  Scientific  Management  "  trammel  the 
workman  in  the  durable  satisfactions  of  life  "  ? 

Not  unless  it  is  dissatisfying  or  unsatisfying  to  receive 
the  best  instruction  obtainable  and  to  do  work  in  that 
method  which  time  and  experience  have  shown  to  be 
the  least  wasteful,  the  most  productive,  and  the  least 
fatiguing. 

Furthermore,  the  working  hours  represent  but  about 
one  half  of  the  total  time  that  the  worker  is  awake.  Under 
Scientific  Management  he  has  to  work  more  regularly, 
and  more  constantly,  but  usually  at  not  much  greater 
speed.  If  this  goes  against  his  grain,  it  is  more  than 
compensated  for  by  the  greater  amount  of  "durable  sat- 
isfactions of  life,"  as  Dr.  EHot  phrases  it,  that  can  be  pur- 
chased with  the  excess  money  in  the  pay  envelope  earned 
under  Scientific  Management. 

^-v 

Why  insist  that  men  work  separately  instead  of  in 
gangs  when,  if  they  are  in  gangs,  the  best  men  will 
cause  the  slow  and  lazy  men  to  work  harder? 

Experience  proves  that  the  output  —  when  all  men  have 
their  outputs  measured  separately  —  is  much  greater  than 
when  their  collective  outputs  are  measured  as  a  gang. 


EFFECT  ON  THE  WORKER  77 

Furthermore,  the  workers  sooner  or  later  argue  to  them- 
selves in  this  wise,  i.e.  "What  is  the  use  of  my  working 
harder  than  any  one  else,  since  the  results  of  my  efforts 
are  divided  up  among  the  gang?"  Furthermore,  a  man 
realizes  that,  even  if  he  rests  considerably,  it  affects  the 
average  output  of  the  entire  gang  very  little  proportion- 
ally, —  and,  as  a  matter  of  fact,  the  men  do  not  make  the 
lazy  ones  work.  For  an  example  of  this  see  "Philosophy 
of  Management,"  page  75. 

In  exactly  what  way  can  the  men  produce  more  out- 
put under  Scientific  Management  ? 

In  Harper's,  February,  1911,  page  433,  Mr.  William  Dana 
Orcutt,  after  seeing  the  results  of  the  installation  of  the 
Taylor  System  by  Mr.  Morris  L.  Cooke  at  the  Plimpton 
Press,  says :  — 

"Every  task  of  the  operative  is  preceded  by  preparatory 
cooperation  on  the  part  of  his  employer.  When  the  order 
reaches  him,  every  detail  has  been  provided  for:  he  has 
no  questions  to  ask;  the  proper  tools  are  placed  beside 
him,  and  the  materials  themselves  are  near  at  hand.  All 
his  time  is  spent  upon  productive  labor,  and  his  output 
is  proportionally  increased." 

PROMOTION 

What  show  for  promotion  or  development  has  a  young 
man  in  a  plant  operated  under  Scientific  Management? 

Every  show  that  there  is,  except  pull.  Pull  might  get 
the  job  for  him;  but  he  must  have  the  merit,  or  the  record 
of  production  and  the  unit  cost  records  will  show  him  up 
at  his  true  value. 


78       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

H.  L.  Gantt  says,  page  135  in  "Work,  Wages,  and 
Profits":  — 

"  The  development  of  skilled  workmen  by  this  method  is 
sure  and  rapid,  and  wherever  the  method  has  been  prop- 
erly established,  the  problem  of  securing  satisfactory  help 
has  been  solved. 

"  During  the  past  few  years,  while  there  has  been  so  much 
talk  about  the  'growing  inefficiency  of  labor/  I  have  re- 
peatedly proved  the  value  of  this  method  in  increasing 
its  efficiency,  and  the  fact  that  the  system  works  auto- 
matically, when  once  thoroughly  established,  puts  the 
possibility  of  training  their  own  workmen  within  the 
reach  of  all  manufacturers." 

How  can  every  man  be  sure  that  his  merit  will  be  dis- 
covered and  that  he  will  be  promoted  to  the  highest 
notch  he  can  fill? 

Because  under  Scientific  Management  the  output  of 
each  man  is  recorded  separately  and  the  relative  scores 
show  up  constantly. 

High  scores  of  output  are  accompanied  by  correspond- 
ingly high  wages. 

High  scores  and  wages  attract  the  attention  of  the  man- 
agement, which  needs  the  services  of  teachers  selected  from 
those  men  who  can  make  high  records  of  outputs. 

From  the  position  of  teacher  the  upward  progress  for 
the  capable  man  is  rapid. 

Admitted  that  Scientific  Management  is  better  for 
most  employees,  what  have  you  to  offer  to  the  successful 
all-around  foreman  under  the  traditional  plan? 

The  "all-around"  foreman,  as  his  very  name  indicates, 
has  to  do  many  kinds  of  work,  and  to  perform  many 
different  subdivisions  of  the  several  functions. 


EFFECT  ON  THE  WORKER  79 

Not  only  is  he  in  all  probability  much  more  efficient  in 
some  of  his  " all-around"  duties  than  in  others,  but  he  is 
also  using  his  valuable  time  in  handling  work  that  could 
be  done  by  a  lower-priced  man. 

Scientific  Management  offers  such  a  foreman  an  oppor- 
tunity to  work  constantly  at  his  high-priced  specialty. 
Thus  he  is  more  efficient,  and  we  all  enjoy  that'  work 
most  that  we  can  do  best.  His  earning  power  is  also 
increased  by  putting  him  on  high-class  work  on  which  he 
is  most  productive,  and  relieving  him  of  ALL  PAY-REDUC- 
ING DUTIES  that  could  and  should  be  done  by  a  lower- 
priced  man. 

Further,  he  is  taught  the  best  methods  that  science  can 
discover,  —  which  raises  him  as  a  producer  and  earner 
above  the  earning  power  of  his  best  work  at  his  specialty. 

Is  it  not  a  system  of  promotion  based  upon  the  con- 
test principle  —  i.e.  that  the  man  who  has  the  least 
regard  for  his  fellows,  coupled  with  the  most  ability,  wins  ? 

The  traditional  plan  of  management  is  sometimes  based 
upon  the  contest  principle;  and  so  in  a  way  is  the  Taylor 
plan,  but  under  the  Taylor  plan,  the  winner  does  not  win 
the  loss  of  the  loser,  as  he  does  under  the  old  plan.  On 
the  contrary,  the  man  even  with  the  lowest  score  is  paid 
unusually  high  wages,  if  he  achieves  his  task,  regardless 
of  how  much  more  some  other  worker  may  do.  In  . 
other  words,  all  may  be  winners  under  Scientific  Man-  \ 
agement.  It  is  not  a  case  of  who  will  get  the  prize  by 
beating  the  others.  It  is  a  case  of  how  many  will  get  the 
prizes.  For  there  are  prizes  for  each  and  all  that  can  be 
obtained  by  paying  attention  to  business  constantly. 


80       PRIMER  OF  SCIENTIFIC  MANAGEMENT 


SPEED 

At  what  speed  does  Taylor's  plan  expect  any  man  to 
work? 

At  that  speed  which  is  the  fastest  at  which  he  will  be 
happy  and  at  which  he  can  thrive  continuously. 

Does  Scientific  Management  permit  speeding  up  in 
case  two  girls  wish  to  race? 

There  is  nothing  in  Scientific  Management  that  would 
prevent  two  girls  from  racing  if  they  chose  to  do  so.  While 
Scientific  Management  does  not  encourage  racing,  it  could 
not  step  in  and  stop  any  one  from  producing  as  much  as  he 
wished  without  being  accused  of  desiring  to  limit  the 
amount  that  could  be  earned  in  a  day. 

The  quantity  of  output  prophesied  by  time  study  as 
being  the  correct  amount  of  output  a  worker  should  do  in 
a  day  can  invariably  be  exceeded  by  a  spurt  or  a  race. 

One  honest  investigator  was  much  disappointed  by  dis- 
covering that  Scientific  Management  did  not  place  a  maxi- 
mum on  output  of  some  women  workers,  —  not  realizing 
that  such  an  occasional  race  to  determine  which  was  the 
smartest  between  girls  who  did  not  have  time  to  enter 
athletic  sports,  gave  them  much  pleasure  as  well  as  con- 
siderable extra  money.  They  had  no  fear  of  a  subsequent 
cut  in  their  rate.  Their  racing  record  also  proved  that 
the  set  task  based  upon  a  high  percentage  of  absolute 
rest  for  overcoming  fatigue  was  so  far  below  the  record 
of  race  output  that  it  was  in  no  way  unreasonable  for 
everyday  performance. 


EFFECT  ON  THE  WORKER  81 

"  Shortened  hours  combined  with  increased  speed  make 
the  conditions  of  employment  more  favorable  for  high- 
grade  labor  and  less  favorable  for  low-grade  labor.  The 
better  laborer  does  not  dislike  the  speed  and  enjoys  the 
time  saved."  — Arthur  Twining  Hadley  in  "Economics." 

Do  athletic  contests  between  workers  of  different 
nationalities  cause  race  feeling? 

We  have  used  the  principle  of  the  athletic  contest  for  rais- 
ing the  efficiency  of  management  for  a  quarter  of  a  century. 

Before  and  since  we  began  the  study  of  Scientific  Man- 
agement we  have  never  seen  any  reason  for  criticism  of 
the  athletic  contest.  A  periodical  recently  said  that  by 
means  of  putting  different  races  against  one  another  in 
atheletic  contests,  we  created  race  hatred.  On  the  con- 
trary, we  have  never  seen  a  case  of  race  prejudice  result 
from  athletic  contests,  but  we  have  often  seen  a  keen  in- 
terest and  joy  created  by  such  contests.  Furthermore, 
the  workmen  coming  from  the  same  country  or  district 
often  have  the  same  or  similar  methods  of  working,  and 
much  can  be  learned  when  two  or  more  gangs  with  dif- 
ferent methods  are  having  a  friendly  contest  against  each 
other.  The  workers  are  given  the  pleasure  of  sport  to- 
gether with  a  day  that  passes  quicker  and  brings  higher 
earnings. 

Does  not  the  giving  of  a  bonus  to  the  foreman  every 
time  that  a  man  earns  a  bonus  result  in  the  foreman 
driving  the  men  unmercifully  so  that  he  can  get  the 
bonus  offered  to  tempt  his  selfish  interest? 

No,  because  the  task  is  set  by  carefully  timing  actual 
performance  with  the  proper  allowance  of  time  for  rest 


82       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

and  unexpected  delays.  No  driving  is  necessary  after 
the  workers  have  been  taught  the  improved  method  de- 
vised by  the  best  workers  cooperating  with  the  planning 
department.  After  the  workers  have  learned  the  right 
improved  method  they  will  find  it  possible  to  do  their 
task  every  day  by  simply  working  steadily  without  rush- 
ing. When  this  is  not  perfectly  possible,  the  task  has  been 
set  wrong  and  must  be  corrected  without  delay. 

Does  the  practice  of  paying  a  bonus  to  the  gang  boss 
for  each  workman  under  him,  and  a  double  bonus  to  the 
gang  boss  for  every  day  that  every  man  in  his  gang  earns 
his  bonus,  result  in  cruel  driving  of  the  worker,  and 
abuse,  discharge  —  in  fact  everything  possible  to  coerce 
the  worker  into  earning  his  bonus  even  on  days  when 
he  is  sick  ? 

The  "gang  boss"  gets  one  bonus  for  each  tune  that  the 
man  under  him  gets  a  bonus,  and  a  double  bonus  when 
every  man  under  him  earns  his  bonus.  This  makes  the 
interests  of  the  workmen  and  the  gang  boss  identical. 
It  makes  them  pull  together.  It  causes  the  gang  boss 
to  do  what  he  can  to  surround  himself  with  the  men  who  are 
best  fitted  by  nature  to  do  their  allotted  work.  After 
these  men  have  been  selected,  it  is  for  the  gang  boss  to 
protect  and  help  them  in  every  possible  way  to  earn  their 
unusually  high  wages,  for  he  cannot  get  his  otherwise. 
He  uses  all  the  brains  he  owns  to  help  them  from  morning 
till  night,  regardless  of  how  unsympathetic  he  may  be  by 
nature.  He  will  spend  no  time  scheming  to  get  the  old 
employees  out  and  his  friends  and  relatives  in,  for  he  real- 
izes that  the  management  has  accurate  measuring  de- 


EFFECT  ON  THE  WORKER  83 

vices  of  the  efficiency  of  the  men  under  him  and  of  him  as 
an  executive.  He  cannot  bluff  them.  The  facts  will  show 
up  in  their  true  condition  in  the  unit  cost  column  and  on 
the  chart  showing  fluctuations  of  outputs  and  individual 
earnings.  The  gang  boss  cannot  discharge  the  workmen, 
for  that  is  not  his  function.  He  will  not  recommend  dis- 
charge for  slight  infractions,  personal  grudges,  etc.,  be- 
cause he  realizes  that  to  discharge  a  workman  means  to 
train  a  new  one,  —  with  a  period  when  it  is  probable  that 
at  least  one  workman  will  not  be  able  to  earn  his  bonus. 
This  means  that  during  all  that  period  the  gang  boss 
loses  his  double  bonus  plus  the  single  bonus  for  the  one 
or  more  men  who  did  not  make  their  bonus.  Thus  the 
gang  boss  thinks  more  than  twice  before  he  disturbs  the 
usual  daily  working  conditions. 

Thus  it  will  be  seen  that  the  effect  of  the  single  and 
double  bonus  on  the  gang  boss  is,  in  many  ways,  to  make 
the  employment  of  the  employee  more  stable  and  perma- 
nent, and  an  incentive  to  conserve  and  use  the  special 
ability  and  efficiency  of  the  trained  worker.  The  gang 
boss  cannot  discharge  or  fine;  and  it  is  of  no 'use  to 
abuse  the  worker,  for  to  recommend  punishment  that  is 
not  approved  by  the  disciplinarian  makes  the  gang  boss 
ridiculous  and  subject  to  discipline  himself. 

Therefore  the  one  thing  left  is  to  help  the  worker,  - 
to  help  him  to  do  his  work,  to  achieve  his  task;  to  see 
that  he  gets  his  tools  and  materials  without  delay;  and 
to  see  that  the  indication  of  hindrance  or  delay  by  break- 
down is  reported  immediately  to  the  repair  boss,  whose 
functions  are  to  make  inspections  at  stated  intervals  and 
to  keep  all  machinery  in  the  prescribed  condition  of  re- 


84       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

pair  so  that  breakdowns  do  not  occur.  Under  the  old 
scheme  the  gang  boss  usually  " feels  his  oats."  He 
abuses  or  ridicules,  and  is  too  busy  to  help  the  worker 
who  is  discouraged  or  is  falling  behind  in  his  record  of 
output. 

Under  Scientific  Management  it  is  better  for  the  gang 
boss  to  risk  ruin  to  his  suit  of  clothes  by  jumping  in  and 
helping  a  man  who  is  delayed  by  the  happening  of  the  unex- 
pected than  to  let  that  one  incident  prevent  him  from  earn- 
ing the  double  bonus.  Every  time  he  thus  helps  himself  he 
is  helping  the  worker.  There  is  no  parallel  to  this  under 
the  traditional  plan  of  management,  except  in  the  very 
small  business  where  the  employer  is  his  own  and  only 
gang  boss.  This  condition  of  scientific  management  has 
also  many  by-products  of  benefit  to  the  workman.  It 
fosters  good  feeling  between  the  men  and  their  employers. 
The  men  have  more  contented  minds.  They  dare  to 
push  their  work,  knowing  that  when  they  really  want  help 
they  can  always  get  it.  They  soon  learn  to  know  that 
the  gang  boss  is  working  for  them,  instead  of  their  work- 
ing for  him.  Their  instructions  are  in  writing  on  the  in- 
struction card.  The  gang  boss  can't  change  those  instruc- 
tions. If  they  work  in  accordance  with  the  directions  on 
the  instruction  card,  the  disciplinarian  will  stand  by  them. 
If  they  do  not  understand  their  instructions  or  cannot 
obey,  they  send  for  the  gang  boss.  He  is  their  coach, 
their  tutor,  and  as  the  worker  is  paid  more  money  for 
being  more  efficient,  so  also  is  the  gang  boss  tutor  paid  in 
the  form  of  bonuses  and  double  bonuses  in  proportion 
as  he  is  efficient  as  a  teacher  —  not  as  a  driver.  The 
extra  bonus  offered  to  the  worker  is  sufficient  to  induce 


EFFECT  ON  THE  WORKER  85 

him  to  put  forth  his  best  maintainable  effort  without  the 
additional  driving  method  of  the  "good  old-fashioned " 
method  of  management. 

UNIONS 

Is  not  the  real  plan  of  Scientific  Management  to  dis- 
band the  unions? 

The  plan  of  Scientific  Management  in  no  way  contem- 
plates the  disbanding  of  the  unions.  In  fact,  all  followers 
of  Taylor  recognize  the  general  necessity  for  the  existence 
of  unions.  No  one  can  study  the  subject  of  management 
without  appreciating  the  good  that  has  come  as  a  result' 
of  the  unions  insisting  upon  more  sanitary  conditions  of 
the  shops  and  safer  conditions  of  the  buildings.  It  is 
unfortunate  that  the  unions  have  not  always  been  right, 
but  they  have  not.  Neither  have  the  employers  asso- 
ciations always  been  right.  The  many  times  that  each 
side  has  been  wrong  have  been  due  to  fear  of  injury  in 
the  future  or  revenge  for  real  or  fancied  wrong  in  the  past. 
But  Scientific  Management  now  provides  accurate  measur- 
ing methods  and  devices  for  determining  the  merit  and 
efficiency  of  different  methods  of  procedure,  and  the 
greater  the  accuracy  of  such  measuring  devices,  the  fewer 
the  misunderstandings  between  the  employer  and  employees. 

The  measuring  devices  find  the  facts  and  thus  eliminate 
the  largest  part  of  the  cause  for  labor  disputes.  Mr. 
George  lies,  in  his  intensely  interesting  and  valuable  book, 
"Inventors  at  Work,"  calls  attention  to  the  absolute  de- 
pendence of  advance  in  all  sciences  on  the  use  of  measur- 
ing devices.  It  was  the  discovery  and  adaptation  of  the 
simple  measuring  methods  and  devices  by  Dr.  Taylor  that 


86       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

enabled  him  to  make  the  greatest  progress  in  the  science  of 
management  and  to  eliminate  war  between  the  employer 
and  labor  unions. 

These  methods  of  measuring  the  relative  efficiency  of 
methods  and  men  assist  to  eliminate  industrial  warfare. 
Instead  of  having  war,  the  unions  will  recognize  that  under 
Scientific  Management  they  obtain  more  money,  shorter 
hours,  fairer  treatment,  better  teaching,  and  more  sani- 
tary conditions  than  their  union  asks  from  employers 
operating  under  the  old-fashioned  or  traditional  plan  of 
nia^a^ejiient^^^here  must  always  be  unions ;  there  must 
always  be  collective  bargaining  by  the  unions  for  some 
things;  but  the  union  that  attempts  to  interfere  by  col- 
lective bargaining  with  the  installation  or  progress  of 
Scientific  Management  will,  if  unsuccessful,  have  its  mem- 
bers left  out  in  the  cold,  and,  if  successful  in  interfering 
with  the  management's  installation,  will  so  discourage 
the  management  that  they  will  decide  to  postpone,  for 
the  time  being  or  permanently,  that  one  plan  of  manage- 
ment that  will  enable  the  workers  to  obtain  unusually 
high  wages.  Neither  the  followers  of  Taylor,  nor  any  one 
else,  is  able  to  install  Scientific  Management  and  simul- 
taneously participate  in  a  debating  society  or  risk  results 
of  unfavorable  decision  of  a  well-meaning  but  uninformed 
board  of  arbitration. 

I  cannot  emphasize  too  strongly  to  any  and  all  labor 
unions  that  my  advice  is  to  offer  no  resistance  whatever 
to  any  employer  who  is  honestly  trying  to  put  in  Dr. 
Taylor's  plan  of  management. 

After  it  has  been  put  in  and  is  in  fairly  smooth  running 
rder,  the  union  men  will  find  that  their  wages  are  much 


Ir 


EFFECT  ON  THE  WORKER  87 

higher;  that  the  hours  are  at  least  no  longer  —  in 
fact  are  often  shorter;  that  conditions  are  better  from 
a  health  standpoint ;  and  that,  further,  the  square  deal 
really  does  and  must  exist.  Incompetents  holding  down 
positions  due  to  graft,  relationship,  marriage,  and  "affini- 
ties," are  measured  up  to  their  true  value,  and  all  can  see 
this.  The  worker's  job  is  sure,  so  long  as  he  is  efficient ; 
the  worker  is  reproved,  disciplined,  punished,  laid  off,  or 
discharged  by  a  trained  disciplinarian  and  not  by  the 
whim  of  a  suddenly  exasperated  gang  boss,  foreman, 
superintendent,  or  new  manager.  When  the  new  man- 
ager handles  this  function  of  disciplining  in  any  other 
way  than  with  the  square  deal,  then  there  is  no  longer 
Scientific  Management. 

This  plan  of  Scientific  Management  extends  and  pro- 
longs the  years  of  productivity  of  the  worker,  not  only 
because  he  is  treated  better,  but  also  because  it  is  en- 
tirely a  teaching  plan;  and  the  old  employee  can  teach 
for  years  after  his  usefulness  would  have  ceased  under  the 
old  plan  of  management. 

There  is  no  call  for  unions  to  cease  or  disband.  If 
they  do  disband,  it  will  be  because  they  themselves  decide 
that  there  is  another  way  of  obtaining  a  better  result. 
The  unions  have  nothing  to  fear  from  Scientific  Manage- 
ment except  that  their  own  acts  may  unintentionally 
prevent  its  rapid  installation.  ^^ 

If  Scientific  Management  is  a  good  thing  for  the 
workers,  why  do  the  labor  leaders  all  oppose  it? 

They  do  not  all  oppose  it.  Some  oppose  it  for  the 
simple  reason  that  they  do  not  understand  it ;  the  others 


88       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

have  visions  that  Scientific  Management  is  something 
that  will  reduce  the  value  of  their  jobs,  —  and  all  are 
afraid,  because  of  the  bad  treatment  that  workmen  as 
a  whole  have  had  in  the  past,  that  Scientific  Manage- 
ment is  simply  a  new  "confidence  game,"  presented  in 
a  more  attractive  manner  than  ever  before.  Because 
of  the  many  cases  of  unfair  treatment  that  the  work- 
men have  themselves  experienced  and  have  seen  on 
every  side,  they  simply  cannot  imagine  Dr.  Taylor  or 
any  other  practical  man  working  for  their  interests  un- 
less there  is  a  "  comeback  "  somewhere. 

I  have  heard  gentlemen  considered  well  balanced  in  every 
other  particular  admit  privately  on  one  day  that  they 
knew  nothing  of  the  details  of  Scientific  Management, 
and  harangue  a  crowd  on  the  following  day  telling  of  the 
evils  of  Scientific  Management  to  the  workingman. 

As  a  matter  of  fact,  there  are  but  few  men  who,  after 
having  first  become  proficient  mechanics  in  at  least  one 
trade,  and  after  having  been  in  direct  responsible  charge 
of  engineering  or  mechanical  construction,  or  manufac- 
turing, for  several  years,  can  grasp  in  less  than  three  to 
five  years  the  fine  points  of  Scientific  Management  that 
are  necessary  to  make  its  operation  successful. 

Dr.  Taylor  and  his  followers,  therefore,  ask  all  those 
who  do  not  understand  this  plan  of  management  to 
suspend  judgment  not  only  until  they  understand  it,  but 
also  until  after  they  have  had  time  and  opportunity  to  talk 
to  those  mechanics  and  laborers  who  have  worked  and 
prospered  under  it  for  several  years. 

In  this  connection  I  would  recommend  for  such  inter- 
views as  typical  examples  of  happy,  loyal,  intelligent, 


EFFECT  ON  THE  WORKER  89 

well-treated,  and  well-paid  workers,  employees  of  the 
Link-Belt  Co.,  the  James  M.  Dodge  Co.,  and  the  Tabor 
Company  at  Philadelphia. 

Is  it  absolutely  necessary  to  have  no  collective  bar- 
gaining in  order  to  install  the  Taylor  System  of  Man- 
agement ? 

No.  But  it  will  take  longer  if  such  bargaining  is  in- 
troduced. It  would  be  like  collective  bargaining  of  the 
doctors  with  all  the  patients  in  a  hospital  as  to  what 

medicine  Patient  No.  40  should  take. 

+-> — • 

WAGES 

If  the  worker  produces  three  times  more  output  under 
Scientific  Management  than  he  does  under  the  tradi- 
tional plan,  why  does  he  not  get  three  times  as  much 
wages  ? 

If  all  of  the  saving  by  use  of  Scientific  Management 
were  given  to  the  worker,  the  management  could  not 
afford  to  maintain  the  corps  of  investigators  and  teachers 
who  are  necessary  under  Scientific  Management.  The 
saving  by  means  of  better  processes,  easier  conditions,  and 
more  efficient  teaching  is  so  great,  however,  that  increases 
hi  wages  of  25  to  100  per  cent  to  the  workman  are  always 
paid.  The  balance  of  the  saving  goes  to  pay  for  the 
cost  of  maintaining  the  conditions  of  Scientific  Manage- 
ment and  also  for  reducing  costs  of  production. 

In  other  words,  the  corps  of  investigators  and  teachers 
is  what  enables  the  worker  to  achieve  three  or  more 
times  the  size  of  the  output  customary  under  the  "good 
old-fashioned"  management.  The  savings  caused  thereby 


90       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

must  first  pay  for  this  corps,  then  the  balance  is  divided 
between  the  employer  and  the  employees. 

What  guarantee  has  the  workman  that  the  rate  will 
never  be  cut  ? 

There  may  be  no  guarantee  to  the  workman  that  the 
rate  will  never  be  cut ;  but  there  will  be  no  Scientific  Man- 
agement left  if  the  rates  are  once  cut,  because  the  entire 
framework  of  Scientific  Management  hangs  on  first  hav- 
ing the  rate  set  by  Scientific  Methods  and  then  never 
cutting  the  rate-  Scientific  Management  represents  the 
highest  form  of  cooperation  between  the  employee  and 
the  management.  No  management  can  expect  any 
cooperation  if  the  workmen  have  experienced  a  cutting 
of  the  rate  with  its  after  effects,  namely,  systematic  sol- 
diering. When  the  workers  are  caused  by  the  cutting  of 
a  rate  to  figure  out  the  greatest  amount  of  output  they 
can  safely  produce  without  another  cut  in  their  rate, 
there  cannot  be  any  further  cooperation.  Any  one  who 
has  studied  the  subject  of  management  enough  to  install 
Scientific  Management  will  realize  that  the  rates  must 
be  set  right  the  first  time  and  never  cut.  This  is  the 
best  guarantee  the  worker  can  have. 

What  does  the  workman  get  if  he  exceeds  the  task? 

That'  depends  upon  the  method  of  payment  that  is 
used.  Sometimes  a  higher  piece  rate  for  the  entire  num- 
ber of  pieces,  as  under  Taylor's  differential  rate  piece 
system;  sometimes  the  same  piece  rate  for  all  the  ad- 
ditional pieces  as  the  rate  per  piece  of  the  task.  If  he 
exceeds  the  task  much,  he  will  be  given  a  chance  at  the 


EFFECT  ON  THE  WORKER  91 

job  of  teacher  or  of  gang  boss,  at  either  of  which  positions 
he  can  earn  high  wages. 

Does  not  the  management  sometimes  take  advantage 
of  the  disciplinarian's  power  to  fine  the  workmen  and 
increase  fines  in  times  of  business  depression? 

No,  for  the  reason  that  under  Scientific  Management 
the  fines  collected  go  back  into  the  pockets  of  the  work- 
man in  some  form  or  other. 

Bitter  strikes  have  occurred  in  many  of  the  textile 
trades  under  the  old  plans  of  management,  because  the 
fines  which  were  established  primarily  to  compensate 
the  employers  for  the  injury  caused  by  the  employee 
were  afterwards  used  as  a  means  of  reducing  production 
costs,  by  the  simple  process  of  fining  the  workers  for  every- 
thing for  which  an  excuse  could  be  found. 

Under  Scientific  Management  the  fines  collected  by  the 
management  for  carelessness,  disobedience,  injury  to  ma- 
chines or  product  are  contributed  to  by  the  workers,  gang 
bosses,  functional  foremen,  and  even  those  still  higher  up, 
at  any  time  that  the  disciplinarian,  in  the  exercise  of  his 
fair  judgment,  so  decides.  The  money  which  is  so  col- 
lected is  the  nucleus  of  a  sick  benefit,  insurance  or  enter- 
tainment fund,  and  is  spent  wholly  upon  the  workers. 

Such  an  arrangement  offers  no  inducement  to  the  man- 
ager or  his  disciplinarian  to  be  unfair.  The  worker  does 
not  so  much  begrudge  the  money  he  has  to  pay,  and  every 
time  the  others  hear  of  a  fine  being  imposed  they  laugh 
in  their  sympathy,  because  they  know  the  offender  must 
pay  and  the  management  does  not  profit  thereby.  There 
is,  therefore,  no  incentive  for  increasing  fines  in  times  of 


92       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

business  depression,  or  at  any  other  time.  Then  there  is 
another  benefit  from  the  worker's  standpoint.  It  is  to 
the  interests  of  the  management  to  help  the  workers  to  do 
their  work  with  the  smallest  amount  of  fines,  because  the 
management  does  not  get  the  income  from  the  fines,  and 
any  kind  of  fines,  even  necessary  fines,  cause  some  hard 
feeling.  It  puts  the  incentive  on  the  management  to 
remove  the  cause  for  fines. 

What  do  you  do  with  the  bonus  if  the  union  refuses  to 
allow  the  workman  to  accept  it  ? 

When  the  men  refuse  to  accept  high  pay  that  has  been 
offered  to  them,  it  should  be  deposited  in  a  local  savings 
bank  subject  to  their  order  at  any  time.  If  they  have 
earned  the  bonus  that  the  management  has  promised 
them,  then  the  management  certainly  should  not  keep 
it.  Depositing  it  in  the  local  savings  bank  shows  good 
faith  on  the  part  of  the  management.  When  the  worker 
gets  old  and  helpless,  he  may  change  his  mind  and  draw 
out  his  money. 


CHAPTER  V 
RELATION  TO   OTHER  LINES   OF  ACTIVITY 

What  can  the  colleges  and  schools  do  to  help  Scientific 
Management;  or,  what  place  have  the  colleges  in 
Scientific  Management? 

This  question  is  too  large  to  attempt  to  answer  in 
this  book  to  the  extent  that  it  deserves.  (See  Bulletin 
#5,  Carnegie  Foundation,  by  Mr.  Morris  L.  Cooke, 
M.  A.  S.  M.  E.) 

There  are  five  things,  however,  that  would  help  tre- 
mendously :  — 

1.  The  colleges  should  arrange  for  the  collection  and 
interchange  of  time  study  data  through  a  central  bureau, 
preferably  a  national  bureau  at  Washington. 

2.  They  should  establish  laboratories  for   the  study 
of  methods  for  shortening  the  hours  of  the  working  day 
and  for  increasing  the  efficiency  of  the  workman,  fore- 
man,  and    manager,   that    their    earning   powers   may 
become  greater. 

3.  They  should  study  the  reclassification  of  the  trades, 
that  they  may  be  less  wasteful  and  better  suited  to  modern 
conditions.    At  the  present  time  nearly  all  the  trades 
are  practiced  to  suit  conditions  now  obsolete. 

4.  They    should    disseminate    information    and    data 
regarding  the  economic  benefits  to  the   workers  them- 


94       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

selves,  as  well  as  the  country  at  large,  from  having 
everybody  as  efficient  as  possible  and  constantly  produc- 
ing as  large  outputs  as  possible  per  unit  of  time  consumed, 
so  that  honest  men  will  not  oppose  labor-saving  machinery 
because  of  ignorance  of  facts. 

5.  They  should  disseminate  the  new  method  of  teach- 
ing the  trades,  realizing :  — 

(a)  That  the  best  and  fastest  workman  and  the  one 
who  can  accomplish  the  greatest  output  with  the  least 
fatigue  is  he  who  has  been  taught  the  right  motions  first, 
speed  second,  and  quality  third; 

(6)  That  the  worker's  accuracy  at  first  should  be 
judged  by  his  accuracy  in  conforming  to  the  standard 
method  and  not  by  the  degree  of  accuracy  of  his  result- 
ing work ; 

(c)  That  this  method  is  not  a  scheme  for  teaching  slip- 
shod results  but,  on  the  contrary,  greater  precision. 
Habits  of  correct  method  will  result  in  habits  of  correct 
results. 

How  does  Scientific  Management  affect  the  general 
welfare  of  the  country? 

Will  Irwin  says,  page  949,  Century,  April,  1910 :  — 

"To  get  the  most  out  of  a  day's  work  and  that  without 
injury  to  the  workman's  permanent  powers,  this  is  the 
greater  formula  upon  which  the  pioneers  of  the  new  regime 
are  working.  Carry  the  formula  to  its  logical  conclusion 
and  it  embraces  all  those  movements,  formerly  in  the  hands 
of  philanthropists  and  charitable  organizations,  which 
seek  to  ameliorate  working  conditions.  As  a  matter  of 
self-interest,  it  incorporates  the  golden  rule  into  the  theory 
of  production." 


RELATION  TO  OTHER  LINES  OF  ACTIVITY      95 

What  relation  has  Scientific  Management*  to  indus- 
trial education? 

Scientific  Management  concurs  with  the  new  thought 
that  ideal  teaching  in  the  school  and  college  is  but  the 
putting  of  the  student  in  condition  to  learn  his  real  les- 
sons, namely,  those  that  he  williearn  out  upon  the  work; 
and  there  is  no  end  to  these  lessons. 

Under  the  old  plan  the  journeyman  of  each  trade  is  sup- 
posed to  teach  the  apprentice  his  trade.  This  method  is 
an  acknowledged  failure,  because  there  is  more  incentive 
to  the  journeyman  to  keep  the  apprentice  from  learning 
than  there  is  to  teach  him.  This  is  indirectly  recognized 
by  the  unions  in  their  laws  governing  more  favored  ap- 
prentices, such,  for  example,  as  the  son  of  a  member  of  the 
craft  whom  they  know  will  have  the  best  training  that  his 
father,  at  least,  and  perhaps  his  father's  most  intimate 
fellow-craftsmen,  will  give  him. 

The  apprentice  is  taught  so  poorly  and  becomes  efficient 
so  slowly  that  he  oftentimes  becomes  discouraged  of  ever 
learning  his  trade.  These  two  conditions  have  in  the  past 
caused  the  term  of  apprenticeship  to  be  five  to  seven 
years  in  England  and  America,  and  in  the  former  country 
that  is  still  the  term  in  many  trades.  This  length  of  ap- 
prenticeship is  supposed  to  give  the  employer  sufficient 
time  to  obtain  enough  profit  from  the  boy's  latter  years  to 
make  up  for  his  former  years,  when  he  was  unskilled  and 
wasted  much  material.  In  fact,  the  apprentice  was  so 
profitless  that  the  master  usually  made  him  do  other 
work,  such  as  heavy  labor  outside  his  trade,  chores  about 
the  master's  house,  errands,  etc.,  in  order  to  get  some  profit 


96       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

out  of  the  apprentice  during  the  first  years  of  his  appren- 
ticeship. The  apprentice,  obtaining  little  or  no  money  for 
wages,  in  some  cases  going  into  debt  to  pay  the  employer 
to  teach  him  his  trade  —  his  life  work  —  was  usually  in 
constant  trouble  because  he  was  not  being  taught  as  fast  as 
he  thought  he  should  be,  and  was  put  to  other  unpleasant 
work,  on  the  one  hand,  and  was  not  working  as  hard  as 
he  should,  on  the  other.  Under  the  best  of  the  conditions, 
he  was  paid  for  his  time  and  not  for  his  output  —  was 
working  on  a  "  day  work  "  basis  with  an  agreed  upon  wage 
for  a  term  of  years  without  any  definite  agreed  upon 
quantity  of  output  that  he  should  deliver  in  return. 
His  teachers  were  of  two  kinds:  those  that  did  not  care 
to  teach  him,  and  those  that  were  not  selected  for  their 
ability  to  teach,  even  if  they  were  willing.  Further- 
more, if  they  happened  to  be  those  that  were  willing  and 
could  teach,  they  taught  what  in  their  opinion  was  the 
best  and  most  efficient  method  —  without  any  help  of 
modern  methods  of  research  and  pedagogy.  Consider 
the  stupendous  waste  of  this  method  as  compared  with  the 
method  of  teaching  the  trades  under  Scientific  Manage- 
ment, where  the  teacher  holds  his  position  because 
of  his  measured  efficiency  to  teach  the  one  best  way 
that  science  and  cooperation  have  determined  and 
selected. 

It  is  here  that  the  teachers  in  the  trades  schools  will 
soon  come  into  their  own.  In  the  past  they  have  suffered 
from  a  lack  of  the  proper  method  of  attack  that  made 
them  become  content  with  graduating  boys  who,  with  a 
little  actual  "  experience "  after  graduation,  could  earn 
journeyman's  wages.  These  were,  even  then,  looked  upon 


RELATION  TO  OTHER  LINES  OF  ACTIVITY      97 

as  "incubator  chickens."  Now,  with  the  method  of  at- 
tack furnished  by  motion  study,  time  study,  and  exact 
methods  and  devices  for  measuring  the  ultimate  subdivi- 
sions of  mental  and  manual  effort  and  fatigue,  the  teachers 
of  our  trades  schools  will  soon  be  able  to  turn  out 
"teachers  of  mechanics,"  that  is,  foremen;  and  the  jour- 
neyman who  does  not  learn  his  trade  with  the  right 
motions  first,  and  with  all  other  recognized  methods 
for  the  elimination  of  unnecessary  waste,  must  take  the 
place  of  him  with  the  lesser  skill. 

The  faithful  old  journeyman  was  a  most  inefficient 
worker  at  best — a  less  efficient  teacher  for  lack  of  knowl- 
edge and  incentive. 

The  best  teacher  of  the  present  in  the  trades  schools 
suffers  in  salary  for  lack  of  appreciation.  The  teacher  of 
the  future  will  be  the  best  obtainable.  He  will  be  able  to 
prove  his  efficiency  by  the  measured  quality  of  his  output. 
This  incentive  for  the  teaching  of  the  apprentice  by  spe- 
cially trained  teachers  or  functional  foremen  continues 
through  the  entire  life  of  the  worker.  There  is  no  end 
to  the  period  of  learning.  Under  Scientific  Management 
a  worker  is  better  prepared  each  day  to  learn  the  new 
lessons  that  the  investigators  of  the  planning  department 
have  discovered  or  synthesized.  The  functional  foremen 
and  teachers  of  the  management  are  better  prepared 
each  day  to  pass  their  information  on.  The  appreciation 
of  the  merit  of  the  best  teachers  of  the  trades  in  the 
future  will  carry  with  it  an  adequate  financial  com- 
pensation. 


98       PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Is  Scientific  Management  a  factor  in  securing  in- 
dustrial peace  ? 

Mr.  William  Dana  Orcutt  says,  Harper's,  February, 
1911 :  — 

''It  has  commonly  been  accepted  that  the  interests  of 
capital  and  labor  ought  to  be  identical  yet,  as  a  matter  of 
fact,  they  have  rarely  been  so  considered. 

"The  new  force,  which  is  called  'Modern  Scientific 
Management*  says,  'If  they  are  not  identical,  then  make 
them  so/  and  having  flung  the  banner  bearing  this  slogan 
to  the  wind,  it  has  thus  separated  itself  from  the  systems 
and  systematizing,  from  card  indices,  vertical  filings,  and 
cost  tabulations.  It  recognizes  all  these  as  necessary  de- 
tails of  system,  which  in  turn  is  a  necessary  ingredient  of 
Scientific  Management  —  but  as  a  science  it  concerns 
itself  with  cause  and  effect  rather  than  with  records  or 
figures,  which  are  usually  obtained  so  late  that  they  pos- 
only  historical  value." 


Is  it  not  a  scheme  that  will  wedge  apart  the  college 
man  and  the  mechanic  into  opposed  classes? 

On  the  contrary,  it  is  the  one  thing  that  will  show  the 
college-trained  man  and  the  young  mechanic  their  inter- 
dependent relations.  It  furnishes  an  accurate  measure 
of  their  relative  importance.  It  shows  them  that  for 
the  best  and  most  lasting  efficient  results  they  must  work 
together  and  pull  together;  that  each  is  absolutely 
necessary  to  the  other  in  this  plan  of  Scientific  Manage- 
ment, not  only  during  the  period  of  transition  from  the 
traditional  plan  of  management,  but  also  after  it  has  been 
installed  and  is  on  a  permanent  basis. 


RELATION  TO  OTHER  LINES  OF  ACTIVITY      99 

Does  not  Scientific  Management  remove  the  worker 
farther  than  ever  from  the  management? 

On  the  contrary,  it  brings  him  into  closer  touch  with 
the  management.  He  is  treated  as  an  individual  and 
is  not  herded  into  a  gang  and  treated  always  as  one  of  a 
gang.  He  finds  that  by  cooperating  with  the  management 
in  enforcing  its  system  he  raises  his  own  wages,  helps 
his  fellow  worker  to  earn  more  money,  and  helps  the  man- 
agement to  get  lower  production  costs.  This  in  turn 
helps  his  employer  to  compete  successfully  and  there- 
fore to  secure  more  business,  thus  helping  to  prolong  the 
employment  of  the  workers. 

NATIONAL  INDUSTRIAL  SUPREMACY 

Would  it  not  be  better  to  nip  the  whole  Scientific 
Management  movement  in  the  bud  because  of  what  will 
happen  to  us  when  the  Chinese  and  Japanese,  with  their 
few  requirements  and  low  cost  of  living,  discover  and 
apply  our  methods  of  attack  and  laboratory  methods  as 
applied  to  the  Science  of  Management  ? 

Even  if  there  were  any  force  to  this  argument,  it 
would  be  lost  because  it  is  now  too  late. 

Native  Asiatic  engineers  who  have  been  educated  in 
American  colleges  have  already  started  the  movement  of 
giving  their  countries  the  benefits  of  Scientific  Manage- 
ment. 

How  does  Scientific  Management  affect  reclassifymg 
the  trades  ? 

First,  its  records  show  what  parts  of  the  work  cause  a 
lowering  of  the  pay  of  the  highly  skilled  man. 


100     PRIMER  OF  SCIENTIFIC  MANAGEMENT 

Second,  Scientific  Management  endeavors  to  have  each 
man  so  placed  that  he  may  work  continuously  on  that 
kind  of  highest  paying  work  that  his  skill,  experience,  and 

;  *    knowledge  will  permit  him  to  do. 
«&* 

What  place  has  Scientific  Management  in  vocational 

guidance  ? 

.  r 

The  preparation  of  the  workman  for  his  life  work  should 
I  begin  while  he  is  at  school. 

See  "The  Vocational  Guidance  of  Youth,"  by  Meyer 
\  Bloomfield,  Director  of  the  Vocation  Bureau  of  Boston, 
lecturer  on  Vocational  Guidance,  Harvard  University. 

What  place  has  so-called  welfare  work  in  Scientific 
Management  ? 

The  word  "welfare"  is  usually  disagreeable  to  the 
ears  of  the  workers.  Their  viewpoint  is  that  if  there  is 
any  money  to  spare  for  welfare  work  they  would  rather 
have  it  distributed  pro  rata  in  their  pay  envelopes  every 
Saturday  night.  Any  kind  of  welfare  work  is  better  than 
nothing,  and  will  help  some;  but  to  be  permanent  in  its 
effect  such  work  must  be  of  a  kind  that  enables  the  worker 
to  be  more  efficient,  to  earn  more  wages,  and  thus  take 
care  of  himself  without  any  outside  help. 

The  most  beneficial  "welfare  work"  would  be  the  crea- 
tion of  a  government  bureau  for  the  collection,  preserva- 
tion, and  dissemination  of  data  referring  to  Scientific 
Management. 

Scientific  Management  hangs  upon  the  science  of  time 
study.  Dr.  Taylor  first  called  attention  to  the  need  of 
a  book  of  time  study  data  on  the  arts  and  trades,  in  1895. 
There  is  not  such  a  book  on  the  market  to-day,  seventeen 


RELATION  TO  OTHER  LlNfeS  '  OF  :  ACTIVri't  •  i'01 


years  later.  Yet  the  government  has  employed  experts  to 
study  how  to  increase  the  productivity  of  sheep,  hens, 
cows,  bees,  pigs,  and  Rocky  Mountain  goats. 

Who  will  be  the  man  to  receive  the  everlasting  fame  of 
being  the  first  to  start  the  movement  for  the  permanent 
creation  of  a  bureau  and  museum  at  Washington  for  the 
study  of  Scientific  Management  and  methods  of  increasing 
the  efficiency,  longevity,  and  productivity  of  human  beings  ? 

Politicans  recognize  the  great  value  of  such  a  govern- 
ment department,  but  they  are  "vote  shy."  They  fear 
the  votes  of  a  great  number  of  workers  who  honestly  be- 
lieve that  the  sum  total  of  "working  opportunity,"  as  they 
call  it,  is  fixed  and  constant,  and  that  to  make  one  man 
more  efficient  and  thus  cause  him  to  be  able  to  do  two 
men's  work  is  simply  displacing  one  more  man  to  be  added 
to  the  great  army  of  the  unemployed.  The  fact  that  this 
may  be  so  this  week  blinds  them  to  the  fact  that  Scientific 
Management  will  quickly  bring  lasting  benefits  to  them 
in  the  immediate  future. 

The  case  of  the  man  who  made  the  knitting  machine 
for  silk  stockings  in  the  time  of  Queen  Elizabeth;  the 
struggles  to  introduce  the  sewing  machine,  and  the  fountain 
trowel,  and  all  the  wars  against  the  installation  of  labor- 
saving  machinery  since,  are  too  well  known  to  war- 
rant writing  about  here.  These  improvements  have  come 
and  are  coming.  Nothing  can  resist  them  permanently. 

It  is,'  however,  a  national,  yes,  a  world  calamity,  that 
there  are  so  many  against  any  plan  for  saving  labor.  I 
am  not  able  to  see  why,  for  example,  certain  unions  insist, 
as  did  the  bricklayers  of  Glens  Falls,  that  outputs  shall 
be  limited  by  such  crude  methods  as  insisting  that  the 


102   ^&riyi£R  OF  scieM'iFic  MANAGEMENT 

bricklayer  shall  not  lay  down  his  trowel  when  he  is  picking 
up  brick.  They  insist  that  the  bricklayer  shall  not  pick  up 
brick  with  both  hands  unless  he  also  keeps  the  trowel  in 
his  hand. 

I  do  not  understand  by  what  measuring  device  or  method 
they  have  determined  that  that  procedure  is  the  exact  one 
that  is  best  for  their  craft.  If  small  outputs  and  long 
hours  are  desired,  why  not  go  the  limit  and  say  that  no 
bricklayer  shall  have  a  trowel  larger  than  the  pie  knife 
used  in  that  vicinity,  or  that  the  wristband  of  the  left 
shirt  sleeve  of  each  bricklayer  shall  be  pinned  to  the  leg 
of  his  trousers  between  the  hours  of  eight  to  twelve  and 
one  to  five?  This  surely  sounds  ridiculous,  but  four  hours 
of  it  daily  would  cut  down  outputs  less  than  the  other  less 
noticeable  rules  of  the  Glens  Falls  bricklayers. 

No  friend  of  the  working  men  can  do  his  fellow  man  so 
much  good  as  to  teach  the  truth  about  the  benefits  to  the 
workmen  from  increased  outputs,  —  for  increased  outputs 
are  the  one  thing,  or  condition,  that  will  permit  raising 
wages  permanently  and  reducing  production  costs  per- 
manently. 

The  benefits  to  the  workman  from  raising  wages  speaks 
for  itself.  The  benefits  to  the  worker  from  reduced  cost 
of  production  are  not  so  obvious,  but  just  as  real,  for  when 
production  costs  are  lowered  the  condition  is  made  that 
creates  greater  "working  opportunity."  Furthermore,  re- 
duced costs  of  production  mean  greater  purchasing  power 
of  the  wages  of  the  workman,  and  reduced  costs  of  living. 

Scientific  Management  eliminates  human  waste  as 
does  nothing  else. 

Let  us  not  be  wasteful  in  earning  money,  even  though 


RELATION  TO  OTHER  LINES  CF  ACTIVITY    1-03 

we  may  be  wasteful  in  spending  it    for  those  things 
individually  most  desired. 

"Give  back  the  singing  man  !"  and  give  him  something 
to  sing  about  and  to  sing  with,  and  give  him  plenty  of 
hours  hi  which  to  sing,  and  furnish  him  with  conditions 
during  his  work  hours  that  will  make  him  feel  like  singing 
after  his  day's  work  is  done;  and  during  the  reduced  number 
of  working  hours  concentrate  on  how  to  eliminate  human 
waste,  unnecessary  fatigue,  and  the  workman's  presence 
under  working  conditions  any  longer  than  is  necessary 
to  achieve  the  proper  sized  day's  work. 


INDEX 


Abbott,  Ernest  Hamlin,  article  on 

S.M.  by,  32. 

Accidents,  reduced  under  S.M.,  45. 
Athletic  contests,  benefits  of,  81. 

Babbage,    Charles,    "  Economy   of 
Manufactures,"  11. 

Barth,  Carl  G.,  slide  rules  in  Taylor 
System,  33. 

Bloomfield,    Meyer,    "The    Voca- 
tional Guidance  of  Youth,"100. 

Bonus,  effect  on  foremen,  72. 
effect  on  worker,  81. 

Bonus   scheme,  old    disadvantages 

of,  21. 
quality  of  work  under,  46. 

Brandeis,    Louis   D.,    definition   of 
S.M.,  3. 

Colleges,  necessity  for  cooperation 

of,  12. 

opportunities  for  coSperation  with 
S.M.,  98. 

Committee,    self-governing,  disad- 
vantage of,  35. 

Compensation,  determining  rate  of, 
20. 

Cooke,  Morris  Llewellyn,  definition 
of  standard,  14. 

Cooperation,     or     profit    sharing, 
failure  of,  26. 

Day,  Charles,  "Industrial  Plants," 
34. 

Day  work,  description  of,  20. 
disadvantages  of,  21. 

Definition,  of  S.M.,  L.  D.  Brandeis, 
of  terms,  1. 

Devices,  necessity  for  standardiza- 
tion, 14. 


Differential  Rate  Piece,  description 

of,  24. 

Disciplinarian,  advantages  from,  91. 
advantages    over   self-governing 

body,  18. 
duties  of,  18. 
Dividends,  under  S.M.,  44. 
Division,   of  labor,   Adam  Smith's 

discussion  of,  11. 

of  mental    labor,    Charles   Bab- 
bage, discussion  of,  11. 
Dodge,  James  Mapes,  definition  of 
Taylor  System,  2. 

"Economics,"  A.  T.  Hadley,  9. 

Education,  industrial,  relation  to 
S.M.,  95. 

Emerson,  Harrington,  apprecia- 
tion of  Taylor's  work,  6. 

"  Engineering  and  Contracting," 
definition  of  S.M.,  4. 

Experience,  relation  to  standard, 
56. 

Flying  Squadron,  savings  by  use 

of,  38. 

Foremen,  all-around,  provision  un- 
der S.M.  for,  78. 
duties  of,  18. 
effect  of  bonus  on,  72. 
Functional     foremen,     description 

of,  10. 

description  of,  Wilfred  Lewis,  16. 
number  required,  31. 
relation  to  the  worker  of,  16. 
settling  difficulties  between,   18. 

Gain  sharing,  description  of,  22. 
Gang  work,  measurement  of  output 
of  individual  under,  76. 


105 


106 


INDEX 


Gantt,  Henry  L.,  definition  of  S.M., 

4. 

invention  of  task  with  bonus,  22 
"  Work,  Wages,  and  Profits,"  22 

Gillette  and  Dana,  "Cost  Keeping 
and  Management  Engineer- 
ing, "25. 

Good  will,  obtained  by  S.M.,  34. 

Government  Bureau  of  Efficiency, 
necessity  for,  100. 

Hadley,  Arthur  Twining,  relation 
of  wages  to  waste,  9. 

Halsey,  F.  A.,  invention  of  pre- 
mium plan  by,  22. 

"Hand  Book  of  Steam  Shovel 
Work,"  R.  T.  Dana,  7. 

Hathaway,  H.  K.,  definition  of 
management  by,  1. 

Health,  provision  under  S.M.  for,  64. 

Industrial   education,    relation     to 

S.M.,  95. 
"  Industrial   Engineering,"   articles 

on  S.M.  in,  32. 
Industrial  Peace,  influence  of  S.M. 

on,  98. 
Initiative,    provision    under    S.M. 

for,  67. 

Innovations,  effect  of  standardiza- 
tion on,  69. 

Inspectors,  duties  of,  42. 
Instruction,  incentives  for,  70. 
Instruction  card,  for  foreign    and 

illiterate  workmen,  16. 
Taylor's  description  of,  17. 
Introduction  of   S.M.,  method  of, 

36. 

place  of,  35. 
preparation  for,  35. 
Irwin,  Will,    description    of  effect 

of  S.M.,  94. 

Judgment,  old-fashioned,  advan- 
tages of,  55. 

Labor,  unskilled,  opportunities  un- 
der S.M.  for,  60. 

Laine,  Wm.  B.,  definition  of  S.M., 
4. 


Leisure,  provision  under  S.M.  for, 
73. 

Lewis,  Wilfred,  description  of  ad- 
vantages of  functional  foremen, 
19. 

Loyalty,  obtained  by  S.M.,  34. 

Management,  art  of,  1. 
principal  object  of,  1. 
successful,  indicators  of,  44. 
Man,    good,    opportunities     under 

S.M.  for,  57. 
mediocre,    opportunities     under 

S.M.  for,  58. 

Methods,  necessity    for  standardi- 
zation, 14. 
of  payment,  difference  between, 

20. 
Moffat,    Cleveland,    definition     of 

S.M.,  3. 
Monotony,  danger  of,  under  S.  M., 

53. 
Motions,    different,    disadvantages 

of,  55. 

different,  restfulness  of,  55. 
prescribed,  benefits  of,  74. 
right,  advantages  of  teaching 

first,  74. 

Motion  Study,  definition  of,  8. 
variables  of,  8. 

National  Bureau  for  the  Study  of 
Human  Efficiency,  necessity 
for,  12. 

National  industrial  supremacy, 
influence  of  S.M.  on,  99. 

"  On  the  Art  of  Cutting  Metals,"  6. 
Orcutt,    Wm.    D.,    description    of 

teaching  under  S.M.,  71. 
Output,  increase  under  S.M.,  77. 

Page,  Arthur  W.,  definition  of 
S.M.,  4. 

Parkhurst,  Frederic  A.,  "Applied 
Methods  of  S.M.,"  32. 

Payment,  difference  between  meth- 
ods of,  20. 

Peace,  industrial,  influence  of  S.M. 
on,  98. 


INDEX 


107 


Photographs,    stereoscopic,  advan- 
tages and  use  of,  17. 
"  Piece  Rate  System,  a,"  6. 
Piecework,  objection  to,  28. 

old-fashioned,  disadvantages  of, 

21. 
Planning   department,    expense   of 

maintaining,  41. 

Premium  plan,  description  of,  22. 
discussion  of  F.  W.  Taylor,  22. 
"  Principles  of    Scientific  Manage- 
ment, the,"  76. 
referred  to,  1. 

Promotion,  basis  of,  under  S.M.,  79. 
provision  under  S.M.  for,  77. 

Rate  of  compensation,  determin- 
ing of,  20. 

Rate,  permanence  under  S.M.  of,  29. 
relation  to  task  and  method  of, 
20. 

Rates  of  wages,  absence  of  cut  in, 
90. 

Rest,  provision  under  S.M.  for,  73. 

Roe,  Joseph  W.,  definition  of  S.M., 
3. 

Roosevelt,  Theodore,  definition  of 
S.M.,  2. 

Routing,  relation  to  S.M.  of,  34. 

Savings  from  S.M.,  40. 
Scientific  Management,  1. 

accidents  reduced  under,  45. 

chance  for  work  under,  57. 

danger  of  monotony  under,  53. 

definition  of  A.  W.  Page,  4. 

definition  of  Cleveland  Moffat,  3. 

definition   of   "  Engineering  and 
Contracting,"  4. 

defintion  of  Frederick  W.  Taylor, 
1. 

definition  of  H.  K.  Hathaway,  1. 

definition  of  H.  L.  Gantt,  4. 

definition  of  J.  W.  Roe,  3. 

definition  of  Theodore  Roosevelt, 
2. 

definition  of  W.  B.  Laine,  4. 

dividends  under,  44. 

effect  on  general  welfare,  94. 

effect  on  the  worker,  45. 


effect  on  worker's  personal  liberty, 
73. 

elimination  of  workers  under,  59. 

expense  of,  39. 

field  of  applicability,  31. 

foundation  of ,  1. 

fundamental  of,  12. 

in  construction  work,  38. 

increase  of  output  under,  77. 

laborers  learning,  48. 

length  of  time  before  returns, 
40. 

liability  of  waste  under,  43. 

liability  to  turn  men  into  ma- 
chines, 49. 

location  of  best  description,  6. 

method  of  introduction  of,  36. 

objects  of,  1. 

outlay  for  equipment  for,  40. 

permanence  of  rate  under,  29. 

place  of  introduction  of,  35. 

possibility  of  substitutes  for,  32. 

practicability  of,  38. 

preparation  for  introduction  of, 
35. 

prevention  of  all-around  me- 
chanical skill  by,  51. 

provision  for  health  under,  64. 

provision  for  initiative  under,  67 

provision  for  promotion,  77. 

provision  for  rest,  73. 

provision  for  square  deal  under, 
57. 

purpose  of,  39. 

regulation  of  speed  under,  80. 

relation  of  routing  to,  34. 

relation  to  industrial  education, 
95. 

relation  to  specialization,  51. 

relation  to  Taylor  System,  5. 

relation  to  unions,  85. 

rewards  for  exceeding  task,  90. 

savings  through  use  of,  40. 

teaching  under,  71. 

time  necessary  to  install,  37. 

time  necessary  to  learn,  48. 

transformation  of  unskilled  la- 
borers by,  61. 

treatment  of  inefficient  worker 
under,  63. 


108 


INDEX 


Scientific  Management  (continued), 
wages  under,  89. 
welfare  of  worker  under,  103. 
Shop  management,  6. 
"Shop  Management,"  41. 

quotations  from,  1. 
Smith,   Adam,    "An   Inquiry  into 
the  Nature  and  Causes  of  the 
Wealth  of  Nations,"  11. 
Soldiering,  remedy  for,  30. 
Specialization,  effect  of,  52. 
Speed  boss,  duties  of,  65. 
Speed,  regulated  under  S.M.,  80. 
Square  deal,  provision   for,  under 

S.M.,  56. 
Standard,    definition    of,     M.    L. 

Cooke,  14. 

Standardization,  effect  on  innova- 
tions, 69. 

Standards,  economies  through  adop- 
tion of,  14. 
necessity  for,  14. 

Stereoscopic    photographs,   advan- 
tages and  use  of,  17. 
Suggestions,  provision  under  S.M. 

for,  68. 
reward  of  worker  for,  70. 

Task,  definition  of,  9. 
reward  for  exceeding,  90. 
with  bonus,  description  of,  22. 
Taylor,    Frederick    W.,    definition 

of  S.M.  by,  1. 
invention    of     differential     rate 

piece  by,  23. 
Taylor  System,  definition  of  J.  M. 

Dodge,  2. 
relation  to  S.M.,  5. 
Teaching,  benefits  of,  71. 

incentives  for,  70. 
Terms,  definition  of,  1. 


Three-rate    with    increased    rate, 

advantages  of,  23. 
discussion  of,  23. 
Tickler  file,  45. 
Time    study,    data,   necessity  for 

hand  book  of,  12. 
definition  of,  7. 

description  of  Sanford  E.  Thomp- 
son, 7. 

expense  of,  42. 
fundamental  of  S.M. ,   12. 
necessity  for  square  deal  under, 

56. 

of  R.  T.  Dana,  7. 
period  of  time  covered  by,  39. 
purposes  of,  13. 

Tools,    necessity    for    standardiza- 
tion, 14. 
Towne,    Henry    R.,    invention    of 

gain  sharing  by,  22. 
Trades,  reclassifying,  effect  of  S.M. 

on,  99. 

Traditional  management,  elimina- 
tion of  men  under,  60. 


Unions,  relation  of  S.M.  to,  85. 

Vocational    guidance,    relation    of 
S.M.  to,  100. 


Wages  under  S.M.,  89. 
Waste,  liability  under  S.M.,  43. 
Welfare    work,     place    in     S.M., 

100. 
Winslow,  C.  A.  E.,  article  on  health 

by,  64. 

Worker,  effect  of  bonus  on,  81. 
effect  of  S.M.  on,  45. 
welfare  of,  under  S.M.,  103. 


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Clapperton,  G.     Practical  Papermaking 8vo,  2  50 

Clark,  A.  G.     Motor  Car  Engineering. 

Vol.    I.  Construction 8vo,  *3  oo 

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Clark,  C.  H.    Marine  Gas  Engines i2mo,  *i  50 

Clark,  D.  K.     Rules,  Tables  and  Data  for  Mechanical  Engineers 

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Clark,  J.  M.     New  System  of  Laying  Ou*  Railway  Turnouts . . 

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Fifth  Edition 8vo,  *7  oo 

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Cleemann,  T.  M.     The  Railroad  Engineer's  Practice I2mo,  *i  50 

Clerk,  D.,  and  Idell,  F.  E.     Theory  of  the  Gas  Engine.     (Science 

Series  No.  62.) i6mo,  o  50 

Clevenger,  S.  R.     Treatise  on  the  Method  of  Government  Sur- 
veying   i6mo,  mor.,  2  50 

Clouth,  F.     Rubber,  Gutta-Percha,  and  Balata 8vo,  *5  oo 

Cochrane,  J.    Treatise  on  Cement  Specifications 8vo  (In  Press.) 

Coffin,  J.  H.  C.     Navigation  and  Nautical  Astronomy i2mo,  *3  50 

Colburn,  Z.,  and  Thurston,  R.  H.     Steam  Boiler  Explosions. 

(Science  Series  No.  2.) i6mo,  o  50 

Cole,  R.  S.     Treatise  on  Photographic  Optics i2mo,  i  50 

Coles-Finch,  W.     Water,  Its  Origin  and  Use 8vo,  *5  oo 

Collins,  J.  E.     Useful  Alloys  and  Memoranda  for  Goldsmiths, 

Jewelers i6mo,  o  50 


10  D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Constantine,  E.     Marine  Engineers,  Their    Qualifications    and 

Duties 8vo,  *2  oo 

Coombs,  H.  A.     Gear  Teeth.     (Science  Series  No.  120). .  .i6mo,  o  50 

Cooper,  W.  R.     Primary  Batteries 8vo,  *4  oo 

"  The  Electrician  "  Primers 8vo,  *5  oo 

Part  I „  *i  50 

Part  II *2  50 

Part  in *2  oo 

Copperthwaite,  W.  C.     Tunnel  Shields 4to,  *o  oo 

Corey,  H.  T.     Water  Supply  Engineering 8vo  (In  Press.) 

Corfield,  W.  H.  Dwelling  Houses.  (Science  Series  No.  50.)  i6mo,  o  50 

-  Water  and  Water-Supply.     (Science  Series  No.  17.).  -  i6mo,  o  50 

Cornwall,  H.  B.     Manual  of  Blow-pipe  Analysis 8vo,  *2  50 

Courtney,  C.  F.     Masonry  Dams 8vo,  3  50 

Cowell,  W.  B.     Pure  Air,  Ozone,  and  Water i2mo,  *2  oo 

Craig,  T.     Motion  of  a  Solid  in  a  Fuel.     (Science  Series  No.  49.) 

i6mo,  o  50 

Wave  and  Vortex  Motion.     (Science  Series  No.  43.) .  i6mo,  o  50 

Cramp,  W.     Continuous  Current  Machine  Design 8vo,  *2  50 

Crocker,  F.  B.     Electric  Lighting.     Two  Volumes.     8vo. 

Vol.   I.     The  Generating  Plant 3  oo 

Vol.  II.     Distributing  Systems  and  Lamps 3  oo 

Crocker,  F.  B.,  and  Arendt,  M.     Electric  Motors 8vo,  *2  50 

Crocker,  F.  B.,  and  Wheeler,  S.  S.     The  Management  of  Electri- 

calMachinery i2mo,  *i  oo 

Cross,  C.  F.,  Bevan,  E.  J.,  and  Sindall,  R.  W.     Wood  Pulp  and 

Its  Applications.     (Westminster  Series.) .  .         . .  8vo,  *2  oo 

Crosskey,  L.  R.     Elementary  Prospective -  -  8vo,  i  oo 

Crosskey,  L.  R.,  and  Thaw,  J.     Advanced  Perspective ......  8vo,  i  50 

Culley,  J.  L.     Theory  of  Arches.     (Science  Series  No.  87.)i6mo,  o  50 

Davenport,  C.     The  Book.     (Westminster  Series.) ..          --8vo,  *2  oo 

Da  vies,  D.  C.     Metalliferous  Minerals  and  Mining 8vo,  5  oo 

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Da  vies,  E.  H.     Machinery  for  Metalliferous  Mines. .          .  -8vo,  8  oo 

Da  vies,  F.  H.      Electric  Power  and  Traction. .                 -  -  -8vo,  *2  oo 

Dawson,  P.     Electric  Traction  on  Railways. .                     -  -8vo,  *Q  oo 

Day,  C.     The  Indicator  and  Its  Diagrams I2mo, 

Deerr,  N.     Sugar  and  the  Sugar  Cane 8vo,  *8  oc 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG    11 

Deite,  C.     Manual  of  Soapmaking.     Trans,  by  S.  T.  King.  -4to,  *5  oo 
De  la  Coux,  H.     The  Industrial  Uses  of  Water.     Trans,  by  A. 

Morris 8vo,  *4  50 

Del  Mar,  W.  A.     Electric  Power  Conductors 8vo,  *2  oo 

Denny,  G.  A.     Deep-Level  Mines  of  the  Rand 4to,  *io  oo 

—  Diamond  Drilling  for  Gold *5  oo 

De  Roos,  J.  D.  C.     Linkages.     (Science  Series  No.  47.). . .  i6mo,  o  50 

Derr,  W.  L.     Block  Signal  Operation Oblong  12 mo,  *i  50 

—  Maintenance  of  Way  Engineering (In  Preparation.) 

Desaint,  A.     Three  Hundred  Shades  and  How  to  Mix  Them.  .8  vo,  *io  oo 

De  Varona,  A.     Sewer  Gases.     (Science  Series  No.  55.)...  i6mo,  050 
Devey,  R.  G.    Mill  and  Factory  Wiring.     (Installation  Manuals 

Series.) i2mo,  *i  oo 

Dibdin,  W.  J.     Public  Lighting  by  Gas  and  Electricity 8vo,  *8  oo 

—  Purification  of  Sewage  and  Water 8vo,  6  50 

Dichman,  C.    Basic  Open-Hearth  Steel  Process 8vo,  *3  50 

Dietrich,  K.     Analysis  of  Resins,  Balsams,  and  Gum  Resins  .8vo,  *3  oo 
Dinger,  Lieut.  H.  C.     Care  and  Operation  of  Naval  Machinery 

i2mo.  *2  oo 

Dixon,  D.  B.     Machinist's  and  Steam  Engineer's  Practical  Cal- 
culator   i6mo,  mor.,  i  25 

Doble,  W.  A.    Power  Plant  Construction  on  the  Pacific  Coast.  (In  Press.) 
Dodd,  G.     Dictionary  of  Manufactures,  Mining,  Machinery,  and 

the  Industrial  Arts i2mo,  i  50 

Dorr,  B.  F.     The  Surveyor's  Guide  and  Pocket  Table-book. 

i6mo,  mor.,  2  oo 

Down,  P  B.     Handy  Copper  Wire  Table i6mo,  *i  oo 

Draper,   C.   H.     Elementary   Text-book   of   Light,    Heat   and 

Sound i2mo,  i  oo 

Heat  and  the  Principles  of  Thermo-dynamics i2mo,  i  50 

Duckwall,  E.  W.    Canning  and  Preserving  of  Food  Products. 8 vo,  *5  oo 
Dumesny,  P.,  and  Noyer,  J.     Wood  Products,  Distillates,  and 

Extracts 8vo,  *4  50 

Duncan,  W.  G.,  and  Penman,  D.     The  Electrical  Equipment  of 

Collieries 8vo,  *4  oo 

Dunstan,  A.  E.,  and  Thole,  F.  T.  B.     Textbook  of  Practical 

Chemistry i2mo,  *i  40 

Duthie,    A.    L.     Decorative    Glass    Processes.     (Westminster 

Series) 8vo,  *2  oo 


12    D.  VAN  NOSTRAND  COMPANY'S  SHORT- TITLE  C  ATA  LDG 

D wight,  H.  B.    Transmission  Line  Formulas 8vo,  *  (In  Press.) 

Dyson,  S.  S.     Practical  Testing  of  Raw  Materials 8vo,  *s  oo 

Dyson,  S.  S.  and  Clarkson,  S.  S.     Chemical  Works 8vo,  *7  50 

Eccles,R.G.,andDuckwall,E.W.  Food  Preservatives.  8 vo,  paper,  o  50 

Eddy,  H.  T.     Researches  in  Graphical  Statics 8vo,  i  50 

Maximum  Stresses  under  Concentrated  Loads 8vo,  i  50 

Edgcumbe,  K.     Industrial  Electrical  Measuring  Instruments . 

8vo,  *2  50 

Eissler,  M.     The  Metallurgy  of  Gold 8vo,  7  50 

—  The  Hydrometallurgy  of  Copper 8vo,  *4  50 

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The  Metallurgy  of  Argentiferous  Lead , 8vo,  5  oc 

Cyanide  Process  for  the  Extraction  of  Gold 8vo,  3  oo 

A  Handbook  of  Modern  Explosives 8vo,  5  oo 

Ekin,  T.  C.      Water  Pipe  and    Sewage    Discharge  Diagrams 

folio,  *3  oo 

Eliot,  C.  W.,  and  Storer,  F.  H.    Compendious  Manual  of  Qualita- 
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Elliot,  Major  G.  H.     European  Light-house  Systems 8vo,  5  oo 

Ennis,  Wm.  D.     Linseed  Oil  and  Other  Seed  Oils   8vo,  *4  oo 

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Flying  Machines  To-day i2mo,  *i  50 

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Erfurt,  J.     Dyeing  of  Paper  Pulp.     Trans,  by  J.  Hubner. .  .8vo,  *7  50 

Erskine -Murray,  J.     A  Handbook  of  Wireless  Telegraphy,  ,8vo,  *3  50 

Evans,  C.  A.     Macadamized  Roads (In  Press.) 

Ewing,  A.  J,     Magnetic  Induction  in  Iron 8vo,  *4  oo 

Fairie,  J.     Notes  on  Lead  Ores i2mo,  *i  oo 

Notes  on  Pottery  Clays i2mo,  *i  50 

Fairley,  W.,  and  Andre,  Geo.  J.     Ventilation  of  Coal  Mines. 

(Science  Series  No.  58.) i6mo,  o  50 

Fairweather,  W.  C.     Foreign  and  Colonial  Patent  Laws  . . .  8vo,  *3  oo 
Fanning,    T.   T.     Hydraulic   and   Water-supply    Engineering. 

8vo,  *5  oo 
Fauth,  P.     The  Moon  in  Modern  Astronomy.     Trans,  by  J. 

McCabe 8vo,  *2  oo 

Fay,  I.  W.    The  Coal-tar  Colors 8vo,  *4  oc 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG     13 

Fernbach,  R.  L.    Glue  and  Gelatine 8vo,  *3  oo 

—  Chemical  Aspects  of  Silk  Manufacture 121110,  *i  oo 

Fischer,  E.     The  Preparation  of  Organic  Compounds.     Trans. 

by  R.  V.  Stanford i zmo,  *i  25 

Fish,  J.  C.  L.     Lettering  of  Working  Drawings Oblong  80,  i  oo 

Fisher,  H.  K.  C.,  and  Darby,  W.  C.     Submarine  Cable  Testing. 

8vo,  *3  50 

Fiske,  Lieut.  B.  A.     Electricity  in  Theory  and  Practice 8vo,  2  50 

Fleischmann,  W.     The  Book  of  the  Dairy.     Trans,  by  C.  M, 

Aikman 8 vo,  4  oo 

Fleming,    J.    A.     The    Alternate-current    Transformer.     Two 

Volumes 8vo, 

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Propagation  of  Electric  Currents 8vo,  *3  oo 

Fleming,  J,  A.     Centenary  of  the  Electrical  Current 8vo,  *o  50 

—  Electric  Lamps  and  Electric  Lighting 8vo,  *3  oo 

Electric  Laboratory  Notes  and  Forms 4to,  *5  oo 

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Room.  Two  Volumes 8vo,  each,  *5  oo 

Fluery,  H.  The  Calculus  Without  Limits  or  Infinitesimals. 

Trans,  by  C.  0.  Mailloux (In  Press.) 

Flynn,  P.  J,     Flow  of  Water.     (Science  Series  No.  84.). . .  i6mo,  o  50 

—  Hydraulic  Tables.     (Science  Series  No.  66.) i6mo,  o  50 

Foley,  N.     British  and  American  Customary  and  Metric  Meas- 
ures   folio,  *3  oo 

Foster,    H.     A.     Electrical    Engineers'     Pocket-book,     (Sixth 

Edition.) I2mo,  leather,  5  oo 

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Foster,    Gen.    J.    G.     Submarine   Blasting   in   Boston    (Mass.) 

Harbor 4to,  3  50 

Fowle,  F.  F.     Overhead  Transmission  Line  Crossings i2mo,  *i  50 

—  The  Solution  of  Alternating  Current  Problems 8vo  (In  Press.) 

Fox,  W.  G.     Transition  Curves.     (Science  Series  No.  no.). i6mo,  050 
Fox,  W.,  and  Thomas,  C.  W.     Practical  Course  in  Mechanical 

Drawing I2mo,  i  25 

Foye,  J.  C.     Chemical  Problems,     (Science  Series  No.  69.). i6mo,  o  50 

—  Handbook    of    Mineralogy.      (Science    Series    No.   86.). 

i6mo,  o  50 


14     D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Francis,  J.  B.     Lowell  Hydraulic  Experiments 4to,  15  oo 

Freudemacher,  P.  W.    Electrical   Mining  Installations.     (In- 
stallation Manuals  Series.) i2mo,  *i  oo 

Frith,  J.    Alternating  Current  Design 8vo,  *2  oo 

Fritsch,  J.     Manufacture  of  Chemical  Manures.    Trans,  by 

D.  Grant 8vo,  *4  oo 

Frye,  A.  I.     Civil  Engineers'  Pocket-book i2mo,  leather,  (In  Press.) 

Fuller,  G.  W.     Investigations  into  the  Purification  of  the  Ohio 

River 4to,  *io  oo 

Furnell,  J.     Paints,  Colors,  Oils,  and  Varnishes 8vo,  *i  oo 

Gairdner,  J.  W.  I.    Earthwork 8vo  (In  Press.) 

Gant,  L.  W.     Elements  of  Electric  Traction 8vo,  *2  50 

Garforth,  W.  E.     Rules  for  Recovering  Coal  Mines  after  Explo- 
sions and  Fires i2mo,  leather,  i  50 

Gaudard,  J.     Foundations.     (Science  Series  No.  34.) i6mo,  o  50 

Gear,  H.  B.,  and  Williams,  P.  E.     Electric  Central  Station  Dis- 
tributing Systems i2mo,  *3  oo 

Geerligs,  H.  C.  P.     Cane  Sugar  and  Its  Manufacture 8vo,  *5  oo 

Geikie,  J.     Structural  and  Field  Geology 8vo,  *4  oo 

Gerber,  N.     Analysis  of  Milk,  Condensed  Milk,  and  Infants' 

Milk-Food 8vo,  i  25 

Gerhard,  W.  P.     Sanitation,  Water-supply  and  Sewage  Disposal 

of  Country  Houses i2mo,  *2  oo 

—  Gas  Lighting.     (Science  Series  No.  in.) i6mo,  o  50 

Household  Wastes.     (Science  Series  No.  97.) i6mo,  o  50 

—  House  Drainage.     (Science  Series  No.  63.) i6mo,  o  50 

Sanitary  Drainage  of  Buildings.     (Science  Series  No.  93.) 

i6mo,  o  50 

Gerhardi,  C.  W.  H.     Electricity  Meters 8vo,  *4  oo 

Geschwind,  L.     Manufacture  of  Alum  and  Sulphates.     Trans. 

by  C.  Salter 8vo,  *s  oo 

Gibbs,  W.  E.     Lighting  by  Acetylene 12010,  *i  50 

Physics  of  Solids  and  Fluids.     (Carnegie  Technical  Schools 

Text-books.) *i  50 

Gibson,  A.  H.     Hydraulics  and  Its  Application 8vo,  *5  oo 

—  Water  Hammer  in  Hydraulic  Pipe  Lines i2mo,  *2  oo 

Gilbreth,  F.  B.     Motion  Study.     A  Method  for  Increasing  the 

Efficiency  of  the  Workman i2mo,  *2  oo 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG     15 

F.  B.    Primer  of  Scientific  Management i2mo,  *i  oo 

Gillmore,  Gen.  Q.  A.     Limes,  Hydraulic  Cements  and  Mortars. 

8vo,  4  oo 

—  Roads,  Streets,  and  Pavements i2mo,  2  oo 

Golding,  H.  A.     The  Theta-Phi  Diagram i2mo,  *i  25 

Goldschmidt,  R.     Alternating  Current  Commutator  Motor  .8vo,  *3  oo 

Goodchild,  W.     Precious  Stones.     (Westminster  Series.)- .  -8vo,  *2  oo 

Goodeve,  T.  M.     Textbook  on  the  Steam-engine i2mo,  2  oo 

Gore,  G.     Electrolytic  Separation  of  Metals 8vo,  *3  50 

Gould,  E.  S.     Arithmetic  of  the  Steam-engine i2mo,  i  oo 

—  Calculus.     (Science  Series  No.  112.) i6mo,  o  50 

—  High  Masonry  Dams.     (Science  Series  No.  22.) i6mo,  o  50 

Practical  Hydrostatics  and  Hydrostatic  Formulas.     (Science 

Series.) i6mo,       o  50 

Grant,    J.      Brewing    and    Distilling.      (Westminster    Series.) 

8vo   (In  Press.) 

Gratacap,  L.  P.    A  Popular  Guide  to  Minerals.    8vo (In  Press.) 

Gray,  J.     Electrical  Influence  Machines I2mo,       2  oo 

Marine  Boiler  Design I2mo  (In  Press.) 

Greenhill,  G.     Dynamics  of  Mechanical  Flight 8vo  (In  Press.) 

Greenwood,  E.     Classified  Guide  to  Technical  and  Commercial 

Books 8vo,     *3  oo 

Gregorius,  R.     Mineral  Waxes.     Trans,  by  C.  Salter 12  mo,     *3  oo 

Griffiths,  A.  B.     A  Treatise  on  Manures i2mo,       3  oo 

—  Dental  Metallurgy 8vo,     *3  50 

Gross,  E.     Hops 8vo,     *4  50 

Grossman,  J.     Ammonia  and  its  Compounds 12 mo,     *i  25 

Groth,  L.  A.     Welding  and  Cutting  Metals  by  Gases  or  Electric- 
ity  8vo,     *3  oo 

Grover,  F.     Modern  Gas  and  Oil  Engines 8vo,     *2  oo 

Gruner,  A.     Power-loom  Weaving 8vo,     *3  oo 

Gtildner,    Hugo.      Internal-Combustion    Engines.      Trans,    by 

H.  Diedrichs 410,  *io  oo 

Gunther,  C.  0.     Integration i2mo,     *i  25 

Gurden,  R.  L.     Traverse  Tables folio,  half  mor.     *7  50 

Guy,  A.  E.     Experiments  on  the  Flexure  of  Beams 8vo,  *i  25 

Haeder,  H.     Handbook  on  the  Steam-engine.     Trans,  by  H.  H. 

P.  Powles 1 2mo,       3  oc 


16    D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Haenig,  A.    Emery  and  the  Emery  Industry 8vo    (In  Press.) 

Hainbach,  R.     Pottery  Decoration.     Trans,  by  C.  Slater.  .  i2mo,     *3  oo 

Hale,  W.  J.     Calculations  of  General  Chemistry i2mo,     *i  oo 

Hall,  C.  H.     Chemistry  of  Paints  and  Paint  Vehicles i2mo,     *2  oo 

Hall,  R.  H.     Governors  and  Governing  Mechanism i2mo,     *2  oo 

Hall,  W.  S.     Elements  of  the  Differential  and  Integral  Calculus 

8vo,     *: 

—  Descriptive  Geometry 8vo  volume  and  4to  atlas, 

Haller,  G.  F.,  and  Cunningham,  E.  T.    The  Tesla  Coil i2mo, 

Halsey,  F.  A.     Slide  Valve  Gears i2mo,       i 

The  Use  of  the  Slide  Rule.   (Science  Series.) i6mo, 

—  Worm  and  Spiral  Gearing.     (Science  Series.) i6mo, 

Hamilton,  W.  G.     Useful  Information  for  Railway  Men. .  i6mo,       I 
Hammer,  W.  J.     Radium  and  Other  Radioactive  Substances, 

8vo,     *i 

Hancock,  H.     Textbook  of  Mechanics  and  Hydrostatics 8vo,       i 

Hardy,  E.     Elementary  Principles  of  Graphic  Statics i2mo,     *i 

Harrison,  W.  B.     The  Mechanics'  Tool-book i2mo,       i 

Hart,  J.  W.     External  Plumbing  Work 8vo, 

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Principles  of  Hot  Water  Supply 8vo,     *; 

—  Sanitary  Plumbing  and  Drainage 8vo, 

Haskins,  C.  H.     The  Galvanometer  and  Its  Uses.. i6mo, 

Hatt,  J.  A.  H.     The  Colorist square  i2mo,     *j 

Hausbrand,  E.     Drying  by  Means  of  Air  and  Steam.     Trans. 

by  A.  C.  Wright i2mo,     *2 

Evaporating,  Condensing  and  Cooling  Apparatus.     Trans. 

by  A.  C.  Wright 8vo,     *5 

Hausner,  A.     Manufacture  of  Preserved  Foods  and  Sweetmeats. 

Trans,  by  A.  Morris  and  H.  Robson 8vo, 

Hawke,  W.  H.     Premier  Cipher  Telegraphic  Code 4to, 

—  100,000  Words  Supplement  to  the  Premier  Code 4to, 

Hawkesworth,  J.     Graphical  Handbook  for  Reniforced  Concrete 

Design 4to,     *2 

Hay,  A.     Alternating  Currents 8vo,     *2 

—  Electrical  Distributing  Networks  and   Distributing  Lines. 

8vo, 

—  Continuous  Current  Engineering 8vo, 

Heap,  Major  D.  P.     Electrical  Appliances 8vo, 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG     17 

Heaviside,    0.     Electromagnetic    Theory.     Two    volumes. 

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Heck,  R.  C.  H.    Steam  Engine  and  Turbine 8vo,  *s  oo 

Steam-Engine  and  Other  Steam  Motors.    Two  Volumes. 

Vol.    I.     Thermodynamics  and  the  Mechanics 8vo,  *3  50 

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—  Graphics  of  Machine  Forces 8vo,  boards,  *i  oo 

Hedges,  K.     Modern  Lightning  Conductors 8vo,  3  oo 

Heermann,  P.     Dyers'    Materials.     Trans,    by   A.  C.  Wright. 

i2mo,  *2  50 
Hellot,  Macquer  and  D'Apligny.     Art  of  Dyeing  Wool,  Silk  and 

Cotton 8vo,  *2  oo 

Henrici,  0.     Skeleton  Structures 8vo,  i  50 

Hering,  D.  W.    Essentials  of  Physics  for  College  Students. 

8vo,  i  75 
Hermann,  G.     The  Graphical  Statics  of  Mechanism.     Trans. 

by  A.  P.  Smith i2mo,  2  oo 

Herring-Shaw,  A.     Domestic  Sanitation  and  Plumbing.  Two 

Parts 8vo,  *s  oo 

Elementary  Science  of  Sanitation  and  Plumbing ....  8vo,  *2  oo 

Herzfeld,  J.     Testing  of  Yarns  and  Textile  Fabrics 8vo,  *3  ,50 

Hildebrandt,  A.     Airships,  Past  and  Present 8vo,  *3  50 

Hildenbrand,  B.  W.     Cable-Making.      (Science  Series  No.  32.) 

i6mo,  o  50 

Hildich,  H.     Concise  History  of  Chemistry 12010,  *i  25 

Hill,  J.  W.     The  Purification  of  Public  Water  Supplies.     New 

Edition (In  Press.) 

—  Interpretation  of  Water  Analysis (In  Press.) 

Hiroi,  I.     Plate  Girder  Construction.     (Science  Series  No.  95.) 

i6mo,  o  50 

Statically-Indeterminate  Stresses 12 mo,  *2  oo 

Hirshfeld,    C.    F.      Engineering     Thermodynamics.     (Science 

Series.) i6mo,  o  50 

Hobart,  H.  M.     Heavy  Electrical  Engineering 8vo,  *4  50 

Design  of  Static  Transformers 8vo,  *2  oo 

• Electricity 8vo,  *2  oo 

Electric  Trains 8vo,  *2  50 

—  Electric  Propulsion  of  Ships 8vo,  *2  oo 


18    D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Hobart,  J.  F.    Hard  Soldering,  Soft  Soldering,  and  Brazing . 

I2mo,  (In  Press.) 
Hobbs,  W.  R.  P.     The  Arithmetic  of  Electrical  Measurements 

i2mo,  o  50 

Hoff,  J.  N.     Paint  and  Varnish  Facts  and  Formulas i2mo,  *i  50 

Hoff,  Com.W.  B.  The  Avoidance  of  Collisions  at  Sea.  i6mo,  mor.,     o  75 

Hole,  W.     The  Distribution  of  Gas 8vo,  *7  50 

Holley,  A.  L.     Railway  Practice folio,  12  oo 

Holmes,  A.  B.     The  Electric  Light  Popularly  Explained. 

i2mo,  paper,  o  50 

Hopkins,  N.  M.     Experimental  Electrochemistry 8vo,  *3  oo 

Model  Engines  and  Small  Boats i2mo,  i  25 

Hopkinson,  J.,  Shoolbred,  J.  N.,  and  Day,  R.  E.     Dynamic 

Electricity.     (Science  Series  No.  71.) i6mo,  o  50 

Homer,  J.     Engineers'  Turning 8vo,  *3  50 

Metal  Turning i2mo,  i  50 

Toothed  Gearing i2mo,  2  25 

Houghton,  C.  E.    The  Elements  of  Mechanics  of  Materials.  i2mo,  *2  oo 

Houllevigue,  L.     The  Evolution  of  the  Sciences 8vo,  *2  oo 

Howe,  G.     Mathematics  for  the  Practical  Man i2mo,  *i  25 

Howorth,  J.     Repairing  and  Riveting  Glass,  China  and  Earthen- 
ware  8vo,  paper,  *o  50 

Hubbard,  E.     The  Utilization  of  Wood-waste 8vo,  *2  50 

Hubner,  J.    Bleaching  and  Dyeing  of  Vegetable  and  Fibrous 

Materials.     (Outlines  of  Industrial  Chemistry.) .  *(In  Press.) 
Hudson,    O.    F.    Iron    and    Steel.     (Outlines    of    Industrial 

Chemistry.) 8vo    (In  Press.) 

Humber,  W.     Calculation  of  Strains  in  Girders i2mo,  2  50 

Humphreys,    A.    C.     The    Business    Features    of   Engineering 

Practice 8vo,  *  i  25 

Hunter,  A.    Bridge  Work 8vo    (In  Press.) 

Hurst,  G.  H.     Handbook  of  the  Theory  of  Color 8vo,  *2  50 

—  Dictionary  of  Chemicals  and  Raw  Products 8vo,  *3  oo 

Lubricating  Oils,  Fats  and  Greases 8vo,  *4  oo 

—  Soaps 8vo,  *s  oo 

—  Textile  Soaps  and  Oils 8vo,  *2  50 

Hurst,  H.  E.,  and  Lattey,  R.  T.     Text-book  of  Physics 8vo,  *3  oo 

Hutchinson,  R.  W.,  Jr.     Long  Distance  Electric  Power  Trans- 
mission. .                                    I2mo,  *3  oo 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG     19 

Hutchinson,  R.  W.,  Jr.,  and  Ihlseng,  M.  C.  Electricity  in 

Mining i2mo  (In  Press.) 

Hutchinson,  W.  B.  Patents  and  How  to  Make  Money  Out  of 

Them I2mo,  i  25 

Button,  W.  S.     Steam-boiler  Construction. 8vo,  6  oo 

Practical  Engineer's  Handbook 8vo,  7  oo 

—  The  Works'  Manager's  Handbook 8vo,  6  oo 

Hyde,  E.  W.     Skew  Arches.     (Science  Series  No.  15.).-  •  .i6mo,  o  50 

Induction  Coils.     (Science  Series  No.  53.) i6mo,  o  50 

Ingle,  H.     Manual  of  Agricultural  Chemistry.. 8vo,  *3  oo 

Innes,  C.  H.     Problems  in  Machine  Design i2mo,  *2  oo 

Air  Compressors  and  Blowing  Engines 12010,  *2  oo 

—  Centrifugal  Pumps i2mo,  *2  oo 

The  Fan i2mo,  *2  oo 

Isherwood,  B.  F.     Engineering  Precedents  for  Steam  Machinery 

8vo,  2  50 

Ivatts,  E.  B.     Railway  Management  at  Stations 8vo,  *2  50 

Jacob,  A.,  and  Gould,  E.  S.     On  the  Designing  and  Construction 

of  Storage  Reservoirs.     (Science  Series  No.  6.). .  i6mo,  o  50 

Jamieson,  A.     Text  Book  on  Steam  and  Steam  Engines. . .  .  8vo,  3  oo 

Elementary  Manual  on  Steam  and  the  Steam  Engine.  1 2mo,  I  50 

Jannettaz,  E.     Guide  to  the  Determination  of  Rocks.     Trans. 

by  G.  W.  Plympton I2mo,  i  50 

Jehl,  F.     Manufacture  of  Carbons 8vo,  *4  oo 

Jennings,    A.    S.     Commercial   Paints   and   Painting.     (West- 
minster Series.) 8vo  (In  Press.) 

Jennison,  F.  H.     The  Manufacture'  of  Lake  Pigments 8vo,  *3  oo 

Jepson,  G.     Cams  and  the  Principles  of  their  Construction...  8  vo  *i  50 

—  Mechanical  Drawing 8vo  (In  Prepc.-ation.) 

Jockin,  W.     Arithmetic  of  the  Gold  and  Silversmith i2mo,  *i  oo 

Johnson,  G.  L.  Photographic  Optics  and  Color  Photography.Svo,  *3  oo 
Johnson,  J.  H.    Arc  Lamps.     (Installation  Manuals  Series.) 

i2mo,  *o  75 
Johnson,  T.  M.  Ship  Wiring  and  Fitting.  (Installation 

Manuals  Series) i6mo,  *o  75 

Johnson,  W.  H.  The  Cultivation  and  Preparation  of  Para 

Rubber 8vo,  *3  oo 


20     D.  VAN  NOSTRAND  COMPANY'S  SHOHT-TITLE  CATALOG 

Johnson,  W.  McA.     The  Metallurgy  of  Nickel (In  Preparation.) 

Johnston,  J.  F.  W.,  and  Cameron,  C.     Elements  of  Agricultural 

Chemistry  and  Geology i2mo,  2  60 

Joly,  J.     Radioactivity  and  Geology i2mo,  *3  oo 

Jones,  H.  C.     Electrical  Nature  of  Matter  and  Radioactivity 

i2mo,  *2  oo 

Jones,  M.  W.     Testing  Raw  Materials  Used  in  Paint i2mo,  *2  oo 

Jones,  L.,  and  Scard,  F.  I.     Manufacture  of  Cane  Sugar 8vo,  *5  oo 

Jordan,  L.  C.    Practical  Railway  Spiral. .  .i2mo,  Leather  *(In  Press.) 
Joynson,  F.  H.     Designing  and  Construction  of  Machine  Gear- 
ing  8vo,  2  oo 

Jiiptner,  H.  F.  V.    Siderology:  The  Science  of  Iron 8vo,  *s  oo 

Kansas  City  Bridge 4to,  6  oo 

Kapp,  G.     Alternate  Current  Machinery.     (Science  Series  No. 

96.) i6mo,  o  50 

Electric  Transmission  of  Energy I2mo,  3  50 

Keim,  A.  W.     Prevention  of  Dampness  in  Buildings 8vo,  *2  oo 

Keller,  S.  S.    Mathematics  for  Engineering  Students. 

i2mo,  half  leather, 

Algebra  and  Trigonometry,  with  a  Chapter  on  Vectors. ...  *i  75 

Special  Algebra  Edition *i  oo 

Plane  and  Solid  Geometry *i  25 

Analytical  Geometry  and  Calculus *2  oo 

Kelsey,  W.    R.      Continuous-current    Dynamos  and  Motors. 

8vo,  *2  50 
Kemble,  W.  T.,  and  Underbill,  C.  R.     The  Periodic  Law  and  the 

Hydrogen  Spectrum 8vo,  paper,  *o  50 

Kemp,  J.  F.    Handbook  of  Rocks 8vo,  *i  50 

Kendall,  E.     Twelve  Figure  Cipher  Code 4to,  *i$  oo 

Kennedy,   A.   B.   W.,   and  Thurston,   R.   H.     Kinematics   of 

Machinery.     (Science  Series  No.  54.) i6mo,  o  50 

Kennedy,  A.  B.  W.,  Unwin,  W.  C.,  and  Idell,  F.  E.    Compressed 

Aur.     (Science  Series  No.  106.) i6mo,  o  50 

Kennedy,   R.     Modern  Engines  and  Power   Generators.     Six 

Volumes 4to,  15  oo 

Single  Volumes each,  3  oo 

• Electrical  Installations.     Five  Volumes 4to,  15  oo 

Single  Volumes each,  3  50 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG   21 

Kennedy,  R.     Principles  of  Aeroplane  Construction.  .  .  .i2mo,  *i  50 

—  Flying  Machines;  Practice  and  Design i2mo,  *2  oo 

Kennelly,  A.  E.     Electro-dynamic  Machinery 8vo,  I  50 

Kent,  W.     Strength  of  Materials.     (Science  Series  No.  41.).  i6mo,  050 

Kershaw,  J.  B.  C.     Fuel,  Water  and  Gas  Analysis 8vo,  *2  50 

—  Electrometallurgy.     (Westminster  Series.) 8vo,  *2  oo 

—  The  Electric  Furnace  in  Iron  and  Steel  Production. .  i2mo,  *i  50 

Kinzbrunner,  C.     Alternate  Current  Windings 8vo,  *i  50 

Continuous  Current  Armatures 8vo,  *i  50 

—  Testing  of  Alternating  Current  Machines 8vo,  *2  oo 

Kirkaldy,    W.    G.     David    Kirkaldy's    System    of    Mechanical 

Testing 4to,  10  oo 

Kirkbride,  J.     Engraving  for  Illustration 8vo,  *i  50 

Kirkwood,  J.  P.     Filtration  of  River  Waters 4to,  7  50 

Klein,  J.  F.     Design  of  a  High  speed  Steam-engine 8vo,  *5  oo 

—  Physical  Significance  of  Entropy 8vo,  *i  50 

Kleinhans,  F.  B.     Boiler  Construction 8vo,  3  oo 

Knight,  R.-Adm.  A.  M.     Modern  Seamanship 8vo,  *7  50 

Half  Mor.  *9  oo 

Knox,  W.  F.     Logarithm  Tables (In  Preparation.} 

Knott,  C.  G.,  and  Mackay,  J.  S.     Practical  Mathematics.  .  .8vo,  2  oo 

Koester,  F.     Steam-Electric  Power  Plants 4to,  *5  oo 

—  Hydroelectric  Developments  and  Engineering 4to,  *5  oo 

Koller,  T.     The  Utilization  of  Waste  Products 8vo,  *3  50 

—  Cosmetics 8vo,  *2  50 

Kretchmar,  K.    Yarn  and  Warp  Sizing 8vo,  *4  oo 

Lambert,  T.     Lead  and  its  Compounds 8vo,  *3  50 

—  Bone  Products  and  Manures 8vo,  *3  oo 

Lamborn,  L.  L.     Cottonseed  Products 8vo,  *3  oo 

—  Modern  Soaps,  Candles,  and  Glycerin 8vo,  *7  50 

Lamprecht,  R.     Recovery  Work  After  Pit  Fires.      Trans,  by 

C.  Salter 8vo,  *4  oo 

Lanchester,  F.  W.     Aerial  Flight.     Two  Volumes.     8vo. 

Vol.    I.     Aerodynamics. *6  oo 

Vol.  II.     Aerodonetics *6  oo 

Lamer,  E.  T.     Principles  of  Alternating  Currents i2mo,  *i  25 

Larrabee,   C.   S.     Cipher  and  Secret  Letter  and  Telegraphic 

Code i6mo,  o  60 


22    I>.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

La  Rue,  B.  F.     Swing  Bridges.     (Science  Series  No.  107.) .  i6mo,       o  50 
Lassar-Cohn,  Dr.     Modern  Scientific  Chemistry.     Trans,  by  M. 

M.  Pattison  Muir i2mo,  *2  oo 

Latimer,  L.  H.,  Field,  C.  J.,  and  Howell,  J.  W.     Incandescent 

Electric  Lighting.     (Science  Series  No.  57.) i6mo,  o  50 

Latta,  M.  N.     Handbook  of  American  Gas-Engineering  Practice. 

8vo,  *4  50 

—  American  Producer  Gas  Practice 4to,  *6  oo 

Leask,  A.  R.     Breakdowns  at  Sea. i2mo,  2  oo 

Refrigerating  Machinery i2mo,  2  oo 

Lecky,  S.  T.  S.     "  Wrinkles  "  in  Practical  Navigation 8vo,  *8  oo 

Le  Doux,  M.     Ice-Making  Machines.     (Science  Series  No.  46.) 

i6mo,  o  50 
Leeds,  C.  C.    Mechanical  Drawing  for  Trade  Schools .  oblong,  4to, 

High  School  Edition *i  25 

Machinery  Trades  Edition *2  oo 

Lefe"vre,  L.     Architectural  Pottery.     Trans,  by  H.  K.  Bird  and 

W.  M.  Binns 4to,  *7  50 

Lehner,  S.     Ink  Manufacture.     Trans,  by  A.  Morris  and  H. 

Robson 8vo,  *2  50 

Lemstrom,  S.     Electricity  in  Agriculture  and  Horticulture ..  8vo,  *i  50 
Le  Van,  W.  B.     Steam-Engine  Indicator      (Science  Series  No. 

78.) i6mo,  o  50 

Lewes,  V.  B.     Liquid  and  Gaseous  Fuels.     ^Westminster  Series.) 

8vo,  *2  oo 

Lewis,  L.  P.     Railway  Signal  Engineering 8vo,  *3  50 

Lieber,  B.  F.     Lieber's  Standard  Telegraphic  Code 8vo,  *io  oo 

Code.    German  Edition 8vo,  *io  oo 

Spanish  Edition 8vo,  *io  oo 

French  Edition 8vo,  *  10  oo 

Terminal  Index 8vo,  *2  50 

—  Lieber's  Appendix folio,  *i$  oo 

—  Handy  Tables 4to,  *2  50 

Bankers    and    Stockbrokers'    Code    and    Merchants    and 

Shippers'  Blank  Tables 8vo,  "15  oo 

• 100,000,000  Combination  Code 8vo,  *io  oo 

• Engineering  Code 8vo,  *i2  50 

Livermore,  V.  P.,  and  Williams,  J.     How  to  Become  a  Com- 
petent Motorman i2mo,  *i  oo 


D.  VAX  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG  23 

Livingstone,    R.    Design  and  Construction  of  Commutators. 

8vo,     *2  25 

Lobben,  P.    Machinists'  and  Draftsmen's  Handbook 8vo,      2  50 

Locke,  A.  G.  and  C.  G.     Manufacture  of  Sulphuric  Acid 8vo,     10  oo 

Lockwood,  T.  D.  Electricity,  Magnetism,  and  Electro-teleg- 
raphy  8vo,  2  50 

Electrical  Measurement  and  the  Galvanometer i2mo,      o  75 

Lodge,  0.  J.     Elementary  Mechanics I2mo,       i  50 

—  Signalling  Across  Space  without  Wires 8vo,     *2  oo 

Loewenstein,  L.  C.,  and  Crissey,  C.  P.    Centrifugal  Pumps .  8vo,    *4  50 

Lord,  R.  T.     Decorative  and  Fancy  Fabrics 8vo,     *3  50 

Loring,  A.  E.     A  Handbook  of  the  Electromagnetic  Telegraph. 

(Science  Series  No.  39) i6mo,      o  50 

Lubschez,  B.  J.     Perspective (In  Press.) 

Lucke,  C.  E.     Gas  Engine  Design 8vo,     *3  oo 

Power  Plants:  their  Design,  Efficiency,  and  Power  Costs. 

2  vols (In  Preparation.) 

Lunge,  G.     Coal-tar  Ammonia.     Two  Volumes 8vo,  *i$  oo 

Manufacture  of  Sulphuric  Acid  and  Alkali.     Three  Volumes 

8vo, 

Vol.    I.     Sulphuric  Acid.     In  two  parts *i$  oo 

Vol.  II.     Salt  Cake,  Hydrochloric  Acid  and  Leblanc  Soda. 

In  two  parts *I5  oo 

Vol.  EEL    Ammonia  Soda *io  oo 

Vol.  IV.    Electrolytic  Methods (In  Press.) 

Technical  Chemists'  Handbook I2mo,  leather,     *3  50 

Lunge,  G.  Technical  Methods  of  Chemical  Analysis.  Trans, 
by  C.  A.  Keane.  In  collaboration  with  the  corps  of 
specialists. 

Vol.    I.     In  two  parts 8vo,  *is  oo 

Vol.  II.    In  two  parts 8vo,  *i8  oo 

Vol.  HI (In  Preparation.) 

Lupton,  A.,  Parr,  G.  D.  A.,  and  Perkin,  H.    Electricity  as  Applied 

to  Mining 8vo,     *4  50 

Luquer,  L.  M.     Minerals  in  Rock  Sections 8vo,     *i  50 

Macewen,  H.  A.     Food  Inspection 8vo,     *2  50 

Mackenzie,  N.  F.     Notes  on  Irrigation  Works 8vo,     *2  50 

Mackie,  J.     How  to  Make  a  Woolen  Mill  Pay 8vo,     *2  oo 


24'  D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Mackrow,    C.     Naval    Architect's    and    Shipbuilder's    Pocket- 
book i6mo,  leather,  5  oo 

Maguire,  Wm.  R.     Domestic  Sanitary  Drainage  and  Plumbing 

8vo,  4  oo 
Mallet,    A.     Compound    Engines.     Trans,    by    R.    R.    Buel. 

(Science  Series  No.  10.) i6mo, 

Mansfield,  A.  N.     Electro-magnets.     (Science  Series  No.  64) 

i6mo,  o  50 
Marks,  E.  C.  R.     Construction  of  Cranes  and  Lifting  Machinery 

I2mo,  *i  50 

—  Construction  and  Working  of  Pumps I2mo,  *i  50 

Manufacture  of  Iron  and  Steel  Tubes i2mo,  *2  oo 

Mechanical  Engineering  Materials I2mo,  *i  oo 

Marks,  G.  C.     Hydraulic  Power  Engineering 8vo,  3  50 

Inventions,  Patents  and  Designs I2ino,  *i  oo 

Marlow,  T.  G.     Drying  Machinery  and  Practice 8vo,  *5  oo 

Marsh,  C.  F.     Concise  Treatise  on  Reinforced  Concrete.. .  .8vo,  *2  50 

Reinforced    Concrete    Compression    Member    Diagram.  i  50 

Marsh,  C.  F.,  and  Dunn,  W.     Reinforced  Concrete 4to,  *5  oo 

Manual  of  Reinforced  Concrete  and  Concrete  Block  Con- 
struction  i6rno,  mor.,  *2  50 

Marshall,  W.J.,  and  Sankey,  H.  R.    Gas  Engines.    (Westminster 

Series.) 8vo,  *2  oo 

Martin,   G.    Triumphs  and  Wonders  of  Modern  Chemistry. 

8vo,  *2  oo 

Martin,  N.    Reinforced  Concrete (In  Press.) 

Massie,  W.  W.,  and  Underbill,  C.  R.    Wireless  Telegraphy  and 

Telephony. I2mo,  *i  oo 

Matheson,  D.     Australian  Saw-Miller's  Log  and  Timber  Ready 

Reckoner i2mo,  leather,  i  50 

Mathot,  R.  E.     Internal  Combustion  Engines 8vo,  *6  oo 

Maurice,  W.     Electric  Blasting  Apparatus  and  Explosives  ..8  vo,  *3  50 

—  Shot  Firer's  Guide 8vo,  *i  50 

Maxwell,  J.  C.     Matter  and  Motion.     (Science  Series  No.  36.) 

i6mo,  o  50 
Maxwell,  W.  H.,  and  Brown,  J.  T.     Encyclopedia  of  Municipal 

and  Sanitary  Engineering 4to,  *io  oo 

Mayer,  A.  M.     Lecture  Notes  on  Physics 8vo,  2  oo 

iMcCullough,  R.  S.     Mechanical  Theory  of  Heat 8vo,  3  50 

Mclntosh,  J.  G.     Technology  of  Sugar 8vo,  *4  50 


D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG   25 

Mclntosh,  J.  G.     Industrial  Alcohol 8vo,  *3  oo 

Manufacture  of  Varnishes  and  Kindred  Industries.    Three 

Volumes.     8vo. 

Vol.  I.     Oil  Crushing,  Refining  and  Boiling *3  50 

Vol.  II.     Varnish  Materials  and  Oil  Varnish  Making *4  oo 

Vol.  EH.     Spirit  Varnishes  and  Materials *4  50 

McKnight,  J.   D.,  and  Brown,   A.  W.     Marine   Multitubular 

Boilers *i  50 

McMaster,  J.  B.     Bridge  and  Tunnel  Centres.     (Science  Series 

No.  20.) i6mo,  o  50 

McMechen,  F.  L.     Tests  for  Ores,  Minerals  and  Metals.. .  i2mo,  *i  oo 

McNeill,  B.     McNeill's  Code 8vo,  *6  oo 

McPherson,  J.  A.     Water-works  Distribution 8vo,  2  50 

Melick,  C.  W.     Dairy  Laboratory  Guide I2mo,  *i  25 

Merck,  E.     Chemical  Reagents;  Their  Purity  and  Tests 8vo,  *i  50 

Merritt,  Wm.  H.  Field  Testing  for  Gold  and  Silver .  i6mo,  leather,  i  50 

Messer,  W.  A.     Railway  Permanent  Way 8vo    (In  Press.) 

Meyer,  J.  G.  A.,  and  Pecker,  C.  G.     Mechanical  Drawing  and 

Machine  Design 4to,  5  oo 

Michell,  S.     Mine  Drainage 8vo,  10  oo 

Mierzinski,  S.     Waterproofing  of  Fabrics.     Trans,  by  A.  Morris 

and  H.  Robson 8vo,  *2  50 

Miller,  E.  H.     Quantitative  Analysis  for  Mining  Engineers ..  8vo,  *i  50 
Miller,  G.  A.     Determinants.     (Science  Series  No.  105.).  .i6mo, 

Milroy,  M.  E.  W.     Home  Lace -making I2mo,  *i  oo 

Minifie,  W.     Mechanical  Drawing 8vo,  *4  oo 

Mitchell,  C.  A.,  and  Prideaux,  R.  M.     Fibres  Used  in  Textile  and 

Allied  Industries 8vo,  *3  oo 

Modern  Meteorology i2mo,  i  50 

Monckton,  C.  C.  F.     Radiotelegraphy.     (Westminster  Series.) 

8vo,  *2  oo 
Monteverde,  R.  D.     Vest  Pocket  Glossary  of  English-Spanish, 

Spanish-English  Technical  Terms 64mo,  leather,  *  i  oo 

Moore,  E.  C.  S.     New  Tables  for  the  Complete  Solution  of 

Ganguillet  and  Kutter's  Formula 8vo,  *5  oo 

Morecroft,  J.  H.,  and  Hehre,  F.  W.     Testing  Electrical  Ma- 
chinery   8vo,  *i  50 

Moreing,  C.  A.,  and  Neal,  T.     New  General  and  Mining  Tele- 
graph Code 8vo,  *s  oo 


26     D.  VAN  NOSTRAND  COMPANY'S  SHORT  TITLE  CATALOG 

Morgan,  A.  P.     Wireless  Telegraph  Construction  for  Amateurs. 

i2mo,  *i  50 

Moses,  A.  J.     The  Characters  of  Crystals 8vo,  *2  oo 

Moses,  A.  J.,  and  Parsons,  C.  I.  Elements  of  Mineralogy ..  8vo,  *2  50 
Moss,  S.  A.  Elements  of  Gas  Engine  Design.  (Science 

Series.) ibmo,  o  50 

—  The  Lay-out  of  Corliss  Valve  Gears.     (Science  Series) .  i6mo,  o  50 

Mulford,  A.  C.    Boundaries  and  Landmarks (In  Press.) 

Mullin,  J.  P.     Modern  Moulding  and  Pattern-making.  .  .  .  i2mo,  2  50 
Munby,  A.  E.     Chemistry  and  Physics  of  Building  Materials. 

(Westminster  Series.) 8vo,  *2  oo 

Murphy,  J.  G.     Practical  Mining i6mo,  i  oo 

Murray,  J.  A.     Soils  and  Manures.     (Westminster  Series.). 8 vo,  *2  oo 

Naquet,  A.  Legal  Chemistry I2mo,  2  oo 

Nasmith,  J.  The  Student's  Cotton  Spinning 8vo,  3  oo 

—  Recent  Cotton  Mill  Construction I2mo,  2  oo 

Neave,  G.  B.,  and  Heilbron,  I.  M.  Identification  of  Organic 

Compounds i2mo,  *i  25 

Neilson,  R.  M.  Aeroplane  Patents 8vo,  *2  oo 

Nerz,  F.  Searchlights.  Trans,  by  C.  Rodgers 8vo,  *3  oo 

Nesbit,  A.  F.  Electricity  and  Magnetism (In  Preparation.) 

Neuberger,  H.,  and  Noalhat,  H.  Technology  of  Petroleum. 

Trans,  by  J.  G.  Mclntosh 8vo,  *io  oo 

Newall,  J.  W.  Drawing,  Sizing  and  Cutting  Bevel-gears.  .8vo,  i  50 

Nicol,  G.  Ship  Construction  and  Calculations 8vo,  *4  50 

Nipher,  F.  E.  Theory  of  Magnetic  Measurements i2mo,  i  oo 

Nisbet,  H.  Grammar  of  Textile  Design 8vo,  *3  oo 

Nolan,  H.  The  Telescope.  (Science  Series  No.  51.) i6mo,  o  50 

Noll,  A.  How  to  Wire  Buildings i2mo,  i  50 

Nugent,  E.  Treatise  on  Optics i2mo,  i  50 

O'Connor,  H.     The  Gas  Engineer's  Pocketbook. .  .  12010,  leather,  3  50 

—  Petrol  Air  Gas i2mo,  *o  75 

Ohm,  G.  S.,  and  Lockwood,  T.  D.     Galvanic  Circuit.     Trans,  by 

William  Francis.  (Science  Series  No.  102.).  .  . .  i6mo,  o  50 

Olsen,  J.  C.  Text  book  of  Quantitative  Chemical  Analysis .  .8vo,  *4  oo 
Olsson,  A.  Motor  Control,  in  Turret  Turning  and  Gun  Elevating. 

(U.  S.  Navy  Electrical  Series,  No.  i.) .  ...  i2mo,  paper,  *o  50 


D.  VAN  NOSTRAND  COMPANY'S  SHORT  TITLE  CATALOG      27 

Oudin,  M.  A.     Standard  Polyphase  Apparatus  and  Systems  . .  8vo,  *3  oo 

Palaz,  A.     Industrial  Photometry.     Trans,  by  G.  W.  Patterson, 

Jr 8vo,  *4  oo 

Pamely,  C.     Colliery  Manager's  Handbook 8vo,  *io  oo 

Parr,  G.  D.  A.     Electrical  Engineering  Measuring  Instruments. 

8vo,  *3  50 

Parry,  E.  J.     Chemistry  of  Essential  Oils  and  Artificial  Per- 
fumes  8vo,  *5  oo 

Foods  and  Drugs.     Two  Volumes 8vo, 

Vol.   I.     Chemical  and  Microscopical  Analysis  of  Food 

and  Drugs *7  •  50 

Vol.  II.     Sale  of  Food  and  Drugs  Acts *3  oo 

Parry,  E.  J.,  and  Coste,  J.  H.     Chemistry  of  Pigments 8vo,  *4  50 

Parry,  L.  A.     Risk  and  Dangers  of  Various  Occupations 8vo,  *3  oo 

Parshall,  H.  F.,  and  Hobart,  H.  M.     Armature  Windings  ....  4to,  *7  50 

—  Electric  Railway  Engineering 4to,  *io  oo 

Parshall,  H.  F.,  and  Parry,  E.     Electrical  Equipment  of  Tram- 
ways  (In  Press.) 

Parsons,  S.  J.     Malleable  Cast  Iron 8vo,  *2  50 

Partington,  J.  R.    Higher  Mathematics  for  Chemical  Students 

12010,  *2    00 

Passmore,  A.  C.     Technical  Terms  Used  in  Architecture  .    .8vo,  *3  50 

Paterson,  G.  W.  L.    Wiring  Calculations i2mo,  *2  oo 

Patterson,  D.     The  Color  Printing  of  Carpet  Yarns 8vo,  *3  50 

—  Color  Matching  on  Textiles 8vo,  *3  oo 

—  The  Science  of  Color  Mixing 8vo,  *3  oo 

Paulding,  C.  P.     Condensation  of  Steam  in  Covered  and  Bare 

Pipes 8vo,  *2  oo 

Paulding.  C.  P.     Transmission  of  Heat  through  Cold-storage 

Insulation 12010,  *i  oo 

Payne,  D.  W.     Iron  Founders'  Handbook (In  Press.) 

Peddie,  R.  A.    Engineering  and  Metallurgical  Books..  .i2mo, 

Peirce,  B.     System  of  Analytic  Mechanics 4to,  10  oo 

Pendred,  V.     The  Railway  Locomotive.     (Westminster  Series.) 

8vo,  *2  oo 

Perkin,  F.  M.     Practical  Method  of  Inorganic  Chemistry .  .i2mo,  *i  oo 

Perrigo,  0.  E.     Change  Gear  Devices 8vo,  i  oo 

Perrine,  F.  A.  C.     Conductors  for  Electrical  Distribution  .  .  .  8vo,  *3  50 


28      D.  VAN  NOSTRAND  COMPANY'S  SHORT  TITLE  CATALOG 

Perry,  J.     Applied  Mechanics 8vo,     *2 

Petit,  G.     White  Lead  and  Zinc  White  Paints 8vo,     *i 

Petit,  R.     How  to  Build  an  Aeroplane.     Trans,  by  T.  O'B. 

Hubbard,  and  J.  H.  Ledeboer 8vo,     *i 

Pettit,  Lieut.  J.  S.     Graphic  Processes.     (Science  Series  No.  76.) 

i6mo,       o 
Philbrick,  P.  H.     Beams  and  Girders.     (Science  Series  No.  88.) 

i6mo, 
Phillips,  J.     Engineering  Chemistry 8vo,     *4 

—  Gold  Assaying 8vo,     *2 

—  Dangerous  Goods 8vo,       3 

Phin,  J.     Seven  Follies  of  Science i2mo,     *i 

Pickworth,  C.  N.     The  Indicator  Handbook.     Two  Volumes 

i2mo,  each,       i 
Logarithms  for  Beginners i2mo,  boards,       o 

—  The  Slide  Rule i2mo,       i  i 

Plattner's  Manual  of    Blowpipe  Analysis.     Eighth  Edition,  re- 
vised.    Trans,  by  H.  B.  Cornwall 8vo, 

Plympton,  G.  W.  The  Aneroid  Barometer.  (Science  Series.). i6mo, 

How  to  become  an  Engineer.     (Science  Series  No.  100.) 

i6mo,       o 
Plympton,  G.  W.     Van  Nostrand's  Table  Book.     (Science  Series 

No.  104.)  , i6mo,      o 

Pochet,  M.  L.     Steam  Injectors.     Translated  from  the  French. 

(Science  Series  No.  29.) i6mo, 

Pocket  Logarithms  to  Four  Places.     (Science  Series.) i6mo, 

leather,       i 

Polleyn,  F.  Dressings  and  Finishings  for  Textile  Fabrics .  8vo, 
Pope,  F.  L.  Modern  Practice  of  the  Electric  Telegraph. . .  .  8vo, 
Popplewell,  W.  C.  Elementary  Treatise  on  Heat  and  Heat 

Engines I2mo, 

Prevention  of  Smoke 8vo, 

Strength  of  Minerals. 8vo, 

Porter,  J.  R.    Helicopter  Flying  Machines i2mo, 

Potter,  T.     Concrete 8vo, 

Potts,  H.  E.  Chemistry  of  the  Rubber  Industry.     (Outlines  of 

Physical  Chemistry.) 8vo,     *2  oo 

Practical  Compounding  of  Oils,  Tallow  and  Grease 8vo,     *3  50 

Practical  Iron  Founding I2mo,       i  50 


D.  VAN  NO  STRAND  COMPANY'S  SHORT-TITLE  CATALOG     29 

Pratt,  K.    Boiler  Draught 1 2mo,  *i  25 

Pray,  T.,  Jr.     Twenty  Years  with  the  Indicator 8vo,  2  50 

Steam  Tables  and  Engine  Constant 8vo,  2  oo 

Calorimeter  Tables 8vo,  i  oo 

Preece,  W.  H.     Electric  Lamps (In  Press.) 

Prelini,  C.     Earth  and  Rock  Excavation 8vo,  *3  oo 

Dredges  and  Dredging 8vo,  *3  oo 

Graphical  Determination  of  Earth  Slopes 8vo,  *?,  oo 

—  Tunneling 8vo,  *3  oo 

Prescott,  A.  B.     Organic  Analysis 8vo,  5  oo 

Prescott,  A.   B.,  and  Johnson,   0.   C.     Quantitative   Chemical 

Analysis 8vo,  *3  50 

Prescott,  A.  B.,  and  Sullivan,  E.  C.     First  Book  in  Qualitative 

Chemistry i2mo,  *i  50 

Prideaux,  E.  B.  R.    Problems  in  Physical  Chemistry 8vo,  *2  oo 

Pritchard,  O.  G.     The  Manufacture  of  Electric-light  Carbons. 

8vo,  paper,  *o  60 
Pullen,  W.  W.  F.     Application  of  Graphic  Methods  to  the  Design 

of  Structures i2mo,  *2  50 

—  Injectors:  Theory,  Construction  and  Working I2mo,  *i  50 

Pulsifer,  W.  H.     Notes  for  a  History  of  Lead 8vo,  4  oo 

Purchase,  W.  R.     Masonry I2mo,  *3  oo 

Putsch,  A.     Gas  and  Coal-dust  Firing. . 8vo,  *3  oo 

Pynchon,  T.  R.     Introduction  to  Chemical  Physics 8vo,  3  oo 

Rafter,  G.  W.     Mechanics  of  Ventilation.     (Science  Series  No. 

33-) i6mo,  o  50 

Potable  Water.     (Science  Series  No.  103.) i6mo,  o  50 

—  Treatment  of  Septic  Sewage.     (Science  Series.).  .  .  .i6mo,  o  50 
Rafter,  G.  W.,  and  Baker,  M.  N.     Sewage  Disposal  in  the  United 

States 4to,  *6  oo 

Raikes,  H.  P.     Sewage  Disposal  Works 8vo,  *4  oo 

Railway  Shop  Up-to-Date 4to,  2  oo 

Ramp,  H.  M.     Foundry  Practice (In  Press.) 

Randall,  P.  M.     Quartz  Operator's  Handbook I2mo,  2  oo 

Randau,  P.     Enamels  and  Enamelling 8vo,  *4  oo 

Rankine,  W.  J.  M.     Applied  Mechanics 8vo,  5  oo 

—  Civil  Engineering 8vo,  6  50 

Machinery  and  Millwork 8vo,  5  oo 


30  D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Rankine,  W.   J.   M.     The   Steam-engine   and  Other  Prime 

Movers 8vo,  5  oo 

Useful  Rules  and  Tables 8vo,  4  oo 

Rankine,  W.  J.  M.,  and  Bamber,  E.  F.     A  Mechanical  Text- 
book  8vo,  3  50 

Raphael,  F.  C.     Localization  of   Faults  in  Electric  Light  and 

Power  Mains 8vo,  *3  oo 

Rasch,  E.    Electric  Arc.    Trans,  by  K.  Tornberg (In  Press.) 

Rathbone,  R.  L.  B.     Simple  Jewellery 8vo,  *2  oo 

Rateau,  A.     Flow  of  Steam  through  Nozzles    and    Orifices. 

Trans,  by  H.  B.  Brydon 8vo,  *i  50 

Rausenberger,  F.     The  Theory  of  the  Recoil  of  Guns 8vo,  *4  50 

Rautenstrauch,  W.     Notes  on  the  Elements  of  Machine  Design, 

8vo,  boards,  *i  50 

Rautenstrauch,  W.,  and  Williams,  J.  T.     Machine  Drafting  and 
Empirical  Design. 

Part   I.  Machine  Drafting 8vo,  *i  25 

Part  II.  Empirical  Design (In  Preparation.) 

Raymond,  E.  B.     Alternating  Current  Engineering i2mo,  *2  50 

Rayner,  H.     Silk  Throwing  and  Waste  Silk  Spinning 8vo,  *2  50 

Recipes  for  the  Color,  Paint,  Varnish,  Oil,  Soap  and  Drysaltery 

Trades 8vo,  *3  50 

Recipes  for  Flint  Glass  Making i2mo,  *4  50 

Redfe^n,    J.    B.    Bells,    Telephones.     (Installation    Manuals 

Series.) i6mo  (In  Press.) 

Redwood,  B.     Petroleum.     (Science  Series  No.  92.) i6mo,  o  50 

Reed's  Engineers'  Handbook 8vo,  *5  oo 

—  Key  to  the  Nineteenth  Edition  of  Reed's  Engineers'  Hand- 

book  8vo,  *3  oo 

Reed's  Useful  Hints  to  Sea-going  Engineers i2mo,  i  50 

—  Marine  Boilers i2mo,  2  oo 

Reinhardt,  C.  W.     Lettering  for  Draftsmen,  Engineers,  and 

Students oblong  4to,  boards,  i  oo 

The  Technic  of  Mechanical  Drafting. .  .  oblong  4to,  boards,  *i  oo 

Reiser,  F.  Hardening  and  Tempering  of  Steel.  Trans,  by  A. 

Morris  and  H.  Robson i2mo,  *2  50 

Reiser,  N.  Faults  in  the  Manufacture  of  Woolen  Goods.  Trans. 

by  A.  Morris  and  H.  Robson 8vo,  *2  50 

Spinning  and  Weaving  Calculations 8vo,  *5  oo 


D.  VAN  NO  STRAND  COMPANY'S  SHORT-TITLE  CATALOG    31 

Renwick,  W.  G.     Marble  and  Marble  Working 8vo,  5  oo 

Reynolds,   0.,   and   Idell,   F.   E.     Triple   Expansion  Engines. 

(Science  Series  No.  99.) i6mo,  o  50 

Rhead,  G.  F.     Simple  Structural  Woodwork i2mo,  *i  oo 

Rhead,  G.  W.     British  Pottery  Marks 8vo,  *3  oo 

Rice,  J.  M.,  and  Johnson,  W.  W.     A  New  Method  of  Obtaining 

the  Differential  of  Functions i2mo,  o  50 

Richards,  W.  A.  and  North,  H.  B.     Manual  of  Cement  Testing 

(In  Press.) 

Richardson,  J.     The  Modern  Steam  Engine 8vo,  *3  50 

Richardson,  S.  S.     Magnetism  and  Electricity I2mo,  *2  oo 

Rideal,  S.     Glue  and  Glue  Testing 8vo,  *4  oo 

Rings,  F.     Concrete  in  Theory  and  Practice I2mo,  *2  50 

Ripper,  W.     Course  of  Instruction  in  Machine  Drawing. . .  folio,  *6  oo 
Roberts,  F.  C.     Figure  of  the  Earth.     (Science  Series  No.  79.) 

i6mo,  o  50 

Roberts,  J.,  Jr.    Laboratory  Work  in  Electrical  Engineering.  8vo,  *2  oo 

Robertson,  L.  S.     Water- tube  Boilers 8vo,  3  oo 

Robinson,  J.  B.     Architectural  Composition 8vo,  *2  50 

Robinson,  S.  W.     Practical  Treatise  on  the  Teeth  of  Wheels. 

(Science  Series  No.  24.) i6mo,  o  50 

Railroad  Economics.     (Science  Series  No.  59.) i6mo,  o  50 

Wrought  Iron  Bridge  Members.     (Science  Series  No.  60.) 

i6mo,  o  50 

Robson,  J.  H,     Machine  Drawing  and  Sketching 8vo,  *i  50 

Roebling,  J.  A.     Long  and  Short  Span  Railway  Bridges ..    folio,  2500 

Rogers,  A.     A  Laboratory  Guide  of  Industrial  Chemistry. .  i2mo,  *i  50 

Rogers,  A.,  and  Aubert,  A.  B.     Industrial  Chemistry 8vo,  *5  oo 

Rogers,  F.     Magnetism  of  Iron  Vessels.     (Science  Series  No.  30.) 

i6mo,  o  50 
Rohland,  P.     Colloidal  and  its  Crystalloidal  State  of  Matter. 

Trans,  by  W.  J.  Britland  and  H.  E.  Potts i2mo,  *i  25 

Rollins,  W.     Notes  on  X-Light 8vo,  5  oo 

Rollinson,  C.    Alphabets Oblong  I2mo,  (In  Press.) 

Rose,  J.     The  Pattern-makers'  Assistant 8vo,  2  50 

• Key  to  Engines  and  Engine-running I2mo,  2  50 

Rose,T.  K.     The  Precious  Metals.     (Westminster  Series.)- -8  vo,  *2  oo 

Rosenhain,  W.  Glass  Manufacture.  (Westminster  Series.)     8vo,  *2  oo 

Ross,  W.  A.     Blowpipe  in  Chemistry  and  Metallurgy. .  .i2mo,  *2  oo 


32     D.  VAN  NOSTRAND  COMPANY'S  SHORT -TITLE  CATALOG 

Rossiter,  J.  T.     Steam  Engines.     (Westminster  Series.)  8vo  (In  Press.) 

Pumps  and  Pumping  Machinery.     (Westminster  Series.) 

8vo  (In  Press.) 

Roth.     Physical  Chemistry 8vo,  *2  oo 

Rouillion,  L.     The  Economics  of  Manual  Training 8vo,  2  oo 

Rowan,  F.  J.    Practical  Physics  of  the  Modern  Steam-boiler.Svo,  7  50 
Rowan,  F.  J.,  and  Idell,  F.  E.     Boiler  Incrustation  and  Corro- 
sion.    (Science  Series  No.  27.) i6mo,  o  50 

Roxburgh,  W.     General  Foundry  Practice 8vo,  *3  50 

Ruhmer,    E.     Wireless    Telephony.     Trans,    by    J.    Erskine- 

Murray 8vo,  *3  50 

Russell,  A.     Theory  of  Electric  Cables  and  Networks 8vo,  *3  oo 

Sabine,  R.  History  and  Progress  of  the  Electric  Telegraph.  i2mo,  i  25 

Saeltzer,  A.     Treatise  on  Acoustics i2mo,  i  oo 

Salomons,  D.     Electric  Light  Installations.     i2mo. 

Vol.     I.     The  Management  of  Accumulators 2  50 

Electric  Light  Installations.     i2mo. 

Vol.    II.     Apparatus 2  25 

Vol.  III.     Applications i  50 

Sanford,  P.  G.     Nitro-explosives 8vo,  *4  oo 

Saunders,  C.  H.     Handbook  of  Practical  Mechanics i6mo,  i  oo 

leather,  i  25 

Saunnier,  C.     Watchmaker's  Handbook I2mo,  3  oo 

Sayers,  H.  M.     Brakes  for  Tram  Cars 8vo,  *i  25 

Scheele,  C.  W.     Chemical  Essays 8vo,  *2  oo 

Schellen,  H.     Magneto-electric  and  Dynamo -electric  Machines 

8vo,  5  oo 

Scherer,  R.     Casein.     Trans,  by  C.  Salter 8vo,  *3  oo 

Schidrowitz,  P.    Rubber,  Its  Production  and  Uses 8vo,  *5  oo 

Schmall,  C.  N.     First  Course  in  Analytic  Geometry,  Plane  and 

Solid i2mo,  half  leather,  *i  75 

Schmall,  C.  N.,  and  Schack,  S.  M.     Elements  of  Plane  Geometry 

i2mo,  *i  25 

Schmeer,  L.     Flow  of  Water 8vo,  *3  oo 

Schumann,  F.     A  Manual  of  Heating  and  Ventilation. 

i2mo,  leather,  i  50 

Schwartz,  E.  H.  L.     Causal  Geology 8vo,  *2  50 

Schweizer,  V.,  Distillation  of  Resins 8vo,  *3  5<> 


^   D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG    33 

Scott,  W.  W.     Qualitative  Chemical  Analysis.     A  Laboratory 

Manual 8vo  *i  50 

Scribner,  J.  M.     Engineers'  and  Mechanics'  Companion. 

i6mo,  leather,  i  50 

Searle,  A.  B.    Modern  Brickmaking 8vo,  *5  oo 

Searle,  G.  M.     "  Sumners'  Method."     Condensed  and  Improved. 

(Science  Series  No.  124.) 8vo.  o  50 

Seaton,  A.  E.     Manual  of  Marine  Engineering 8vo,  6  oo 

Seaton,  A.  E.,  and  Rounthwaite,  H.  M.     Pocket-book  of  Marine 

Engineering i6mo,  leather,  3  oo 

Seeligmann,  T.,  Torrilhon,  G.  L.,  and  Falconnet,  H.     India 

Rubber  and  Gutta  Percha.     Trans,  by  J.  G.  Mclntosh 

8vo,  *5  oo 

Seidell,  A.    Solubilities  of  Inorganic  and  Organic  Substances .  8vo,  *3  oo 

Sellew,  W.  H.     Steel  Rails ^to  (In  Press.} 

Senter,  G.     Outlines  of  Physical  Chemistry i2mo,  *i  75 

-  Textbook  of  Inorganic  Chemistry i2mo,  *i  75 

Sever,  G.  F.     Electric  Engineering  Experiments  ....  8vo,  boards,  *i  co 
Sever,  G.  F.,  and  Townsend,  F.     Laboratory  and  Factory  Tests 

in  Electrical  Engineering 8vo,  *2  50 

Sewall,  C.  H.     Wireless  Telegraphy 8vo,  *2  oo 

—  Lessons  in  Telegraphy I2mo,  *i  oo 

Sewell,  T.     Elements  of  Electrical  Engineering 8vo,  *3  oo 

—  The  Construction  of  Dynamos 8vo,  *3  oo 

Sexton,  A.  H.     Fuel  and  Refractory  Materials i2mo,  *2  50 

Chemistry  of  the  Materials  of  Engineering i2mo,  *2  50 

—  Alloys  (Non-Ferrous) 8vo,  *3  oo 

—  The  Metallurgy  of  Iron  and  Steel 8vo,  *6  50 

Seymour,  A.     Practical  Lithography 8vo,  *2  50 

—  Modern  Printing  Inks 8vo,  *2  oo 

Shaw,  H.  S.  H.     Mechanical  Integrators.    (Science  Series  No. 

83.) i6mo,  o  50 

Shaw,  P.  E.     Course  of  Practical  Magnetism  and  Electricity .  8vo,  *i  oo 

Shaw,  S.     History  of  the  Staffordshire  Potteries 8vo,  *3  oo 

— Chemistry  of  Compounds  Used  in  Porcelain  Manufacture. 8 vo,  *5  oo 

Shaw,  W.  N.    Forecasting  Weather 8vo,  *3  50 

Sheldon,  S.,  and  Hausmann,  E.     Direct  Current  Machines.  .  8vo,  *2  50 

—  Alternating-current  Machines 8vo,  *2  50 

Electric  Traction  and  Transmission  Engineering 8vo,  *2  50 


34     D.  VAN  NOSTRAND  COMPANY'S  SHORT-TITLE  CATALOG 

Sherriff,  F.  F.     Oil  Merchants'  Manual I2mo,  *3  50 

Shields,  J.  E.     Notes  on  Engineering  Construction i2mo,  i  50 

Shock,  W.  H.     Steam  Boilers 4to,  half  mor.,  15  oo 

Shreve,  S.  H.     Strength  of  Bridges  and  Roofs 8vo,  3  50 

Shunk,  W.  F.     The  Field  Engineer i2mo,  mor.,  2  50 

Simmons,  W.  H.,  and  Appleton,  H.  A.     Handbook  of  Soap 

Manufacture 8vo,  *3  oo 

Simmons,  W.   H.,  and  Mitchell,  C.A.    Edible  Fats  and  Oils.  *3  oo 

8vo,  *3  oo 

Simms,  F.  W.     The  Principles  and  Practice  of  Leveling 8vo,  2  50 

—  Practical  Tunneling 8vo,  7  50 

Simpson,  G.     The  Naval  Constructor i2mo,  mor.,  *5  oo 

Simpson,  W.     Foundations 8vo    (In  Press.) 

Sinclair,  A.     Development  of  the  Locomotive  Engine. 

8vo,  half  leather,  5  oo 

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Sindall,  R.  W.     Manufacture  of  Paper.     (Westminster  Series.) 

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Sloane,  T.  O'C.     Elementary  Electrical  Calculations i2mo,  *2  oo 

Smith,  C.  A.  M.    Handbook  of  Testing.    Vol.1.     Materials..  *2  50 
Smith,  C.  A.  M.,  and  Warren,  A.  G.    New  Steam  Tables .  8vo, 

Smith,  C.  F.     Practical  Alternating  Currents  and  Testing .  .  8vo,  *2  50 

Practical  Testing  of  Dynamos  and  Motors 8vo,  *2  oo 

Smith,  F.  E,     Handbook  of  General  Instruction  for  Mechanics. 

I2mo,  i  50 

Smith,  J.  C.     Manufacture  of  Paint 8vo,  *3  oo 

Smith,  R.  H.    Principles  of  Machine  Work i2mo,  *3  oo 

Elements  of  Machine  Work i2mo,  *2  oo 

Smith,  W.     Chemistry  of  Hat  Manufacturing i2mo,  *3  oo 

Snell,  A.  T.     Electric  Motive  Power 8vo,  *4  oo 

Snow,  W.  G.     Pocketbook  of  Steam  Heating  and  Ventilation. 

(In  Press.) 
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Series  No.  5.) i6mo,  o  50 

Soddy,  F.     Radioactivity 8vo,  *3  oo 

Solomon,  M.     Electric  Lamps.     (Westminster  Series.) 8vo,  *2  oo 

Sothern,  J.  W.     The  Marine  Steam  Turbine 8vo,  *5  oo 

Southcombe,  J.  E.     Paints,  Oils,  and  Varnishes.     (Outlines  of 

Industrial  Chemistry.) 8vo    (In  Press.) 


D.  VAN  NOSTKAND  COMPANY'S  SHORT-TITLE  CATALOG    35 

Soxhlet,  D.  H.     Dyeing  and  Staining  Marble.     Trans,  by  A. 

Morris  and  H.  Robson 8vo,  *2  50 

Spang,  H.  W.     A  Practical  Treatise  on  Lightning  Protection. 

i2mo,  i  oo 
Spangenburg,    L.     Fatigue    of   Metals.     Translated   by   S.    H. 

Shreve.     (Science  Series  No.  23.) i6mo,  o  50 

Specht,  G.  J.,  Hardy,  A.  S.,  McMaster,  J.  B.,  and  Walling.     Topo- 
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Speyers,  C.  L.     Text-book  of  Physical  Chemistry 8vo,  *2  25 

Stahl,  A.  W.     Transmission  of  Power.     (Science  Series  No.  28.) 

i6mo, 

Stahl,  A.  W.,  and  Woods,  A.  T.     Elementary  Mechanism   .  1 2mo,  *2  oo 
Staley,  C.,  and  Pierson,  G.  S.     The  Separate  System  of  Sewerage. 

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Standage,  H.  C.     Leatherworkers'  Manual 8vo,  *3  50 

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Stansbie,  J.  H.     Iron  and  Steel.     (Westminster  Series.). .  .  .8vo,  *2  oo 
Steinman,  D.  B.     Suspension  Bridges  and  Cantilevers.    (Science 

Series  No.  127.) o  50 

Stevens,  H.  P.     Paper  Mill  Chemist i6mo,  *2  50 

Stevenson,  J.  L.     Blast-Furnace  Calculations i2mo,  leather,  *2  oo 

Stewart,  A.     Modern  Polyphase  Machinery i2mo,  *2  oo 

Stewart,  G.     Modern  Steam  Traps i2mo,  *i  25 

Stiles,  A.     Tables  for  Field  Engineers i2mo,  I  oo 

Stillman,  P.     Steam-engine  Indicator i2mo,  I  oo 

Stodola,  A.     Steam  Turbines.     Trans,  by  L.  C.  Loewenstein .  8vo,  *5  oo 

Stone,  H.     The  Timbers  of  Commerce 8vo,  3  50 

Stone,  Gen.  R.     New  Roads  and  Road  Laws I2mo,  i  oo 

Stopes,  M.     Ancient  Plants 8vo,  *2  oo 

The  Study  of  Plant  Life 8vo,  *2  oo 

Sudborough,  J.  J.,  and  James,  T.  C.     Practical  Organic  Chem- 
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Suffling,  E.  R.  Treatise  on  the  Art  of  Glass  Painting 8vo,  *3  50 

Swan,  K.  Patents,  Designs  and  Trade  Marks.  (Westminster 

Series.) 8vo,  *2  oo 

Sweet,  S.  H.  Special  Report  on  Coal 8vo,  3  oo 

Swinburne,  J.,  Wordingham,  C.  H.,  and  Martin,  T.  C.  Electric 

Currents.     (Science  Series  No.  109.) i6mo,  o  50 


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Swoope,  C.  W.     Practical  Lessons  in  Electricity i2mo,  *2  oo 

Talifer,  L.     Bleaching  Linen  and  Cotton  Yarn  and  Fabrics .  8vo,  *5  oo 
Tate,  J.  S.     Surcharged  and  Different  Forms  of  Retaining-walls. 

Science  Series  No.  7 i6mo, 

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Templeton,  W.     Practical  Mechanic's  Workshop  Companion. 

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Terry,  H.  L.     India  Rubber  and  its  Manufacture.     (Westminster 

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Thomas,  C.  W.     Paper-makers'  Handbook (In  Press.) 

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Thompson,  E.  P.     How  to  Make  Inventions 8vo,  o  50 

Thompson,  S.  P.     Dynamo  Electric  Machines.     (Science  Series 

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Thompson,  W.  P.     Handbook  of  Patent  Law  of  All  Countries 

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Tidy,  C.  Meymott.     Treatment  of  Sewage.     (Science  Series  No. 

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Tinney,  W.  H.     Gold-mining  Machinery 8vo,  *3  oo 

Titherley,  A.  W.     Laboratory  Course  of  Organic  Chemistry .  8vo,  *2  oo 

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Todd,  J.,  and  Whall,  W.  B.     Practical  Seamanship 8vo,  *7  50 

Tonge,  J.     Coal.     (Westminster  Series.) 8vo,  *2  oo 

Townsend,  F.     Alternating  Current  Engineering. . . .  8vo,  boards,  *o  75 

Townsend,  J.     lonization  of  Gases  by  Collision 8vo,  *i  25 

Transactions  of  the  American  Institute  of  Chemical  Engineers. 

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Vol.  HI.  1910 *6  oo 

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Traverse  Tables.     (Science  Series  No.  115.) i6mo,  o  50 

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Trinks,    W.,    and    Housum,    C.      Shaft    Governors.     (Science 

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Trowbridge,  W.  P.     Turbine  Wheels.     (Science  Series  No.  44.) 

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Tucker,  J.  H.     A  Manual  of  Sugar  Analysis 8vo,  3  50 

Tumlirz,  0.     Potential.     Trans,  by  D.  Robertson i2mo,  I  25 

Tunner,   P.   A.     Treatise   on  Roll-turning.     Trans,   by  J.   B. 

Pearse 8vo  text  and  folio  atlas,  10  oo 

Turbayne,  A.  A.     Alphabets  and  Numerals 4to,  2  oo 

Turnbull,  Jr.,  J.,  and  Robinson,  S.  W.     A  Treatise  on  the  Com- 
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Turrill,  S.  M.     Elementary  Course  in  Perspective I2mo,  *i  25 

Underbill,  C.  R.     Solenoids,  Electromagnets  and  Electromag- 
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Urquhart,  J.  W.     Electric  Light  Fitting I2mo,  2  oo 

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Vacher,  F.     Food  Inspector's  Handbook i2mo,  *2  50 

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Villon,  A.  M.  Practical  Treatise  on  the  Leather  Industry. 

Trans,  by  F.  T.  Addyman 8vo,  *io  oo 

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Salter 8vo,  *2  oo 

Volk,  C.  Haulage  and  Winding  Appliances 8vo,  *4  oo 

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Vose,  G.  L.     Graphic  Method  for  Solving  Certain  Questions  in 

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Wabner,  R.     Ventilation  in  Mines.     Trans,  by  C.  Salter.  .  .8vo,  *4  50 

Wade,  E.  J.     Secondary  Batteries .  8vo,  *4  oo 

Wadsworth,  C.     Primary  Battery  Ignition i2mo  (In  Press.) 

Wagner,  E.     Preserving  Fruits,  Vegetables,  and  Meat... .  i2mo,  *2  50 

Walker,  F.    Aerial  Navigation 8vo,  2  oo 

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Electric  Lighting  for  Marine  Engineers 8vo,  2  oo 

Walker,  S.  F.     Steam  Boilers,  Engines  and  Turbines 8vo,  3  oo 

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Walker,  W.  H.     Screw  Propulsion 8vo,  o  75 

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Weale's  Scientific  and  Technical  Series.     (Complete  list  sent  on 

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Weather  and  Weather  Instruments I2mo,  i  oo 

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Winslow,  A.     Stadia  Surveying.    (Science  Series  No.  77.).  i6mo,  050 
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70.) i6mo,  o  50 

Modern  Gun  Cotton.     (Science  Series  No.  89.) i6mo,  o  50 

Wood,  De  V.     Luminiferous  Aether.     (Science  Series  No.  85.) 

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Woodbury,  D.  V.     Elements  of  Stability  in  the  Well-propor- 
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Simple  Method  for  Testing  Painter's  Materials 8vo,  *2  50 

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